Organizational Network Analysis (ONA) is a methodology for mapping the informal networks that actually determine how information flows, decisions get made, and work gets done in an organization. Unlike org charts, which show formal reporting lines, ONA reveals who people actually go to for advice, information, and collaboration. At CLA, we use ONA to uncover hidden leaders, identify collaboration gaps, inform org design decisions, and guide talent development interventions.

A reorganization typically refers to changing the formal reporting structure. Organization design is a more comprehensive process that addresses the full set of factors that determine how an organization performs: not just structure, but decision rights, operating rhythms, role clarity, and informal networks. CLA’s Purpose-Driven Design approach ensures that all elements are addressed together.

No, and the reactive version is the expensive one. Most design work starts after execution has slowed or a reorganization has failed to deliver, at which point you are unwinding habits people have already formed. The higher-return moments are earlier: before a growth push, ahead of an acquisition, when a new strategy is set, or when the business has outgrown a structure built for a smaller version of itself. There is a second problem with reacting. Many reorganizations begin by drawing boxes on a chart before anyone has defined what the organization is trying to achieve or the best way to accomplish the work. Form should follow function. We start with purpose and design the structure to fit it, which is why we call it Purpose-Driven Design.

Great organization design delivers three main benefits: (1) Operating excellence, because work takes place through a structure purpose-built for it, rather than around one that slows it down. (2) Adaptability, because an organization designed for how people really work can react more effectively to a change in conditions. And (3) employee engagement, because people do better work when they know what they own, who decides what, and how their work connects to everyone else’s. Organization design is the bridge between the strategy you set and the results you get.

When something upstream has changed and the structure has not caught up. The most common triggers are a new strategy, a persistent performance problem without a clear single cause, a shift in the market you compete in, or a transaction such as an acquisition, merger or divestiture. The common thread in all of these situations is that the organization was designed previously for a set of conditions that are no longer relevant.

Design is the process and structure is one of its outputs. Organization design starts from what your business strategy requires and works out how your organization should be arranged to deliver it: what work needs to be prioritized, who is responsible for doing it, how decisions get made, how information flows, and what has to be true culturally for any of it to be sustained. Structure (the reporting lines and the org chart) is the most visible result of that process but not the whole of it. Processes, incentives and habits have to be intentionally designed alongside the structure for a new structure to be effective.

We look at people practices as part of our organization design engagements. Structural changes are most successful when there is alignment between the performance metrics an organization measures, the behaviors it rewards and the criteria it uses to promote. For instance, if a performance management program measures individual output when the strategy depends on cross-functional collaboration, misalignment is inevitable. Similarly, a compensation structure that was built for a different strategy, or a development program aligned to skills and behaviors that are no longer critical, will create drag on performance. We look at all these factors together to design an organization equipped to execute.