Synchronising strategy and structure: A perquisite for organisational successe


In the intricate tapestry of organisational success, the threads of strategy and structure are tightly interwoven, creating the fabric upon which the future is built. Strategy is the compass that guides the ship, the dynamic force that propels an organisation toward its goals. Yet, strategy alone is not sufficient. It’s how an organisation orchestrates its resources, channels its efforts, and aligns its components that truly determines the realisation of its aspirations. This is where structure comes into play.

Beyond the lines of an organisational chart, structure encompasses the sinews of an organisation – its people, processes, technologies and culture. It’s the blueprint that ensures every gear meshes seamlessly, every department functions in harmony, and every individual is attuned to a shared purpose. In essence, structure is the conduit through which strategy flows.

However, the mere coexistence of strategy and structure does not guarantee success. Alignment, the silent architect of achievement, emerges as the pivotal link. When strategy and structure converge, when every element of an organisation resonates with the pursuit of strategic goals, that’s when the remarkable happens. Alignment transforms intentions into actions, aspirations into outcomes. It’s the realisation that every resource – human, financial and technical – is a piece of the puzzle contributing to the larger picture of success.

In this exploration, we delve into the crucial synergy between strategy, structure and alignment. We unravel the complexities of how an organisation’s blueprint can either amplify or hinder its strategic endeavours. From the intricate interplay of roles and responsibilities to the strategic deployment of technologies, we uncover the principles that govern effective alignment. Ultimately, it’s the harmony of strategy and structure, guided by the compass of alignment that steers organisations toward their true north of success.

When a company’s strategy evolves – whether due to market shifts, technological advancements or other factors – its structure must adapt to accommodate these changes. If the structure remains static, it can impede the implementation of the new strategy and prevent the organisation from fully capitalising on new opportunities.

For instance, if a company shifts its strategy to focus on innovation and rapid product development, a rigid hierarchical structure might hinder quick decision-making and idea sharing. In this case, a flatter and more cross-functional structure could better support the new strategy by enabling faster communication and collaboration.

Conversely, a company that shifts its strategy from being a small niche player to a mass-market provider might need to reorganise its structure to handle increased scale and operational complexities.

Here are a few real business cases that underscore the need for this inextricable symbiosis.

Case study 1: LEGO Group

In the early 2000s, LEGO faced significant challenges, including declining sales and financial losses. To address this, LEGO shifted its strategy from product-centricity to becoming a more diversified entertainment company. They aimed to expand their brand beyond traditional building blocks into movies, video games, and theme parks.

However, LEGO’s existing organisational structure was built around its core product lines. The company was divided into regional divisions responsible for sales and distribution, which did not align with the new strategy. The lack of coordination and shared resources hindered the development of new ventures. For instance, the launch of a LEGO video game was delayed due to internal conflicts between product divisions and regional offices.

LEGO eventually recognised the misalignment between their structure and strategy. They restructured the organisation, centralising functions related to new ventures and creating cross-functional teams that could drive innovation across product lines and media. This change allowed LEGO to better integrate its product and media offerings, leading to the successful launch of LEGO movies and video games.

Case study 2: Microsoft

In the late 1990s, Microsoft’s dominant strategy was centred on its Windows operating system and Office suite of products. As the technology landscape shifted toward cloud computing and mobile devices, Microsoft recognised the need to transition to a cloud-first, mobile-first strategy.

However, Microsoft’s organisational structure was largely based on its product divisions, with separate teams focused on Windows, Office, and other products. This structure hindered collaboration and innovation across the company’s diverse product portfolio. The lack of integration and unified vision slowed down Microsoft’s response to the changing market.

To align with the new strategy, Microsoft underwent a significant organisational restructuring. They shifted from a divisional structure to a functional structure organised around key functions like engineering, marketing, and sales. This change aimed to break down silos and promote collaboration across different product groups. Microsoft’s transformation allowed them to successfully expand their cloud services and establish a stronger presence in the mobile device market.

Both cases highlight the importance of aligning organisational structure with strategic goals. Companies that fail to adapt their structures to support changes in strategy can face internal conflicts, slowed innovation, and missed opportunities in the evolving business landscape.

Attaining structural agility

To ensure alignment between strategy and structure, organisations should consider the following steps:

Regular evaluation: Just as strategies are evaluated annually, organisational structures should also be periodically reviewed. Assess whether the current structure supports the strategic goals or presents barriers.

Flexibility: Design the structure with flexibility in mind. This means creating an organisation that can adapt to changes in strategy without massive disruptions.

Clear communication: Clearly communicate strategic shifts to all levels of the organisation. Everyone should understand how their roles contribute to the new strategy and how the structure will enable success.

Cross-functional collaboration: Structures that foster collaboration across departments and functions can support strategies that require coordinated efforts.

Leadership development: Align the development of leaders with the new strategy and structure. Leaders need to embody the changes and facilitate their implementation.

Change management: Recognise that changing the structure can create uncertainty and resistance. Implement robust change management strategies to help employees transition smoothly.

Ultimately, an agile and dynamic organization is one where strategy and structure are in harmony. When these two elements are in sync, the organisation is better equipped to navigate change, seize opportunities, and achieve its objectives effectively.


In the intricate dance of organisational progress, the convergence of strategy and structure emerges as the pivot on which success hinges. Strategy, the guiding star, charts the course while structure provides the vessel to navigate it. Yet, it’s their harmonious alignment that breathes life into aspirations, propelling an organisation toward its zenith.

When strategy evolves, remaining tethered to an unchanged structure can stall growth and limit innovation. Dynamic strategy requires an equally adaptable structure, a conduit to channel transformative efforts seamlessly. The journeys of LEGO and Microsoft exemplify the profound impact of aligning structure with strategy. They teach us that an agile structure is not an option, but a strategic imperative.

To achieve this alignment, an organisation must cultivate structural agility. Consistent evaluations of the structure’s relevance, fostering cross-functional collaboration, and nurturing leaders capable of steering this evolution are essential. Challenges encountered in this pursuit are stepping stones, not stumbling blocks.

In essence, the saga of strategy and structure alignment narrates a story of empowerment and triumph. Organisations that recognise and nurture this synergy embark on a trajectory of perpetual growth and resilience. As strategy charts the path, and structure propels it; the symphony of alignment orchestrates a future that transforms vision into reality, carving success into the very fabric of the organisation’s journey.

Leave a Reply