Positions and movements. Impressions and patterns. Four words that could summarise strategic organisation design.
Positions and movements are what the design instigate. Based on ideas, concepts, analysis, desires, instruments, desires, actions as comprised in the design, the people in the purposeful social space take new positions. These positions in turn generate movement of others. These result in changed positions and so on and so forth. The dynamic interactions of people taking positions and moving is the first result of a good strategic organisation design. Organisation design is about making things happening between people.
However, that dynamic is meant to create an outcome.
An outcome that is generated by the tangible impressions that those positions and movements leave and that is visible in all kind of forms, from awesome products to delighted users, from money earned to capital spent, from production facilities to services rendered.
The total of these impressions make up certain patterns and you could say when these patterns make sense, have meaning, reinforce the purposeful social space, the strategic organisation design is successful.
A lot is written, said and tried related to strategy and organisations and the clutter of words and concepts seem to increase the complexity of management. Recognising what happens to which outcome might help to think straight.