Structure stricture

Maybe it's just me, but I wonder whether the impact of (organization) structure on the likelihood of success or the shape of an eventual outcome is adequately considered by (business) people. There is undoubtedly a garrot somewhere with smart people studying and publishing -- or worse, for me, a long-standing body of knowledge -- that I'm not plugged in to. I just don't see it among the people I work with or observe from afar. It's especially peculiar since the ranks of business elite is rife with MBAs and engineers, the latter of whom are particularly knowledgeable with the impact of structure on outcome.
Here's the notion-ette: All the business casing and business planning in the world will not overcome the inherent limitations imposed by structure. Sometimes, even with the best of theory, skill, and capability, you just "can't get there from here." Structure imposes constraints on the nature of outcome that have to be recognized and dealt with every bit as much as geography imposes constraints on movement (say, of armies) and the journey. But I don't see but a few special people using structure as a tool or competitive weapon. (Some) lawyers tend to be good with it at the deal level; some managers can be good at it at the organizational level; some product developers can be good at it in the development process. These are the true "shapers." The vast, average, majority appear to accept structure as a given or assume structuring to be the unimaginative application of a process or recipe to all situations.
Remember this: Almost nothing in this world is infinite or immutable. The truly successful throughout history have changed their context to suit their goals. We should all think about that when we accept a challenge.
I have a larger notion that will get better treatment in the future. Watch this space.

Posted by Grayson at October 9, 2003 09:53 AM