Strategic organisation design is about reducing the number of the objects that need to be designed.

Looking at what is being said about the context an organisation operates in, increasing complexity is high on the list. The complex integrated corporation may have long gone, the number of connections and fragmentation of chains an organisation is confronted with, have indeed increased. A connected world has allowed for further specialisation, unbundling and new networks. 

The organisational response to this outside complexity is in many cases internal complexity. More specialised managers ( the c-suit is overcrowded with new characters) , more breeds of advisers, more information systems, more outsourcing (is that simple?), more departments and functions, more coordination, more indicators, more market and product segments (that is an internal view of the world) and more cross functional programs to make sense of all this. 

When designing organisations to cater for this presumed complexity, the number of elements which need to be dealt with and are in need of some kind of form, could be very large. Not only the number of objects is vast, also the amount of connections and relations between these objects can make the design question immense. Is there a solution?

When you consider that organisations are living entities that have their own dynamics and evolvement over time, you might ask yourself where the design begins and ends. Maybe not every things needs to be designed in all its details and complexity. There might elements that emerge by themselves.

Reducing the number of objects that need to be designed and doing this in open manner can make the design truly strategic.