Legacy organisation designs are fundamentally flawed, with their hierarchical structures hindering innovation and growth. These traditional models are based on command-and-control principles, which stifle creativity and impede the flow of information. The emphasis on efficiency, predictability, and control in these designs restricts flexibility and adaptability, rendering organisations unable to respond effectively to changes in their environment.

The rise of digital technology has further highlighted these deficiencies. In the digital age, organisations need to be agile and responsive, with a focus on customer needs and a culture of continuous learning and improvement. Hierarchical structures are ill-suited to this, as they tend to create silos and discourage cross-functional collaboration.

A more effective approach is to adopt a network-based organisational design. This model emphasises decentralisation, collaboration, and shared decision-making, fostering a culture of innovation and adaptability. It also facilitates the flow of information and ideas, breaking down silos and encouraging cross-functional collaboration.

However, transitioning to a network-based design is not without challenges. It requires a fundamental shift in mindset and a willingness to relinquish control. But the benefits – increased agility, improved responsiveness, and a culture of innovation – make it a worthwhile endeavour.

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