Designing Organizations for Endurance

Eric Viardot ()
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Eric Viardot: Skema Business School, Skema Executive Education

Chapter 6 in The Timeless Principles of Successful Business Strategy, 2026, pp 59-68 from Springer

Abstract: Abstract Organizational structure plays a decisive role in shaping the implementation and long-term success of strategy. Without a coherent structure, companies risk descending into operational chaos. Structure not only influences how decisions are made and executed, but also shapes the behavior of leaders, who in turn help define and evolve the organization’s architecture. Enduring firms typically choose among three primary structural models: the functional structure, the divisional structure, and the holding company structure. A functional structure suits medium-sized firms with centralized and relatively undiversified activities. It promotes specialization and clearly defined responsibilities but often suffers from poor coordination across functions. The divisional structure offers greater flexibility and responsiveness though it may hinder knowledge sharing and collaboration between divisions. The holding company structure manages a portfolio of independent businesses, each with its own strategy, customer base, and resources. Matrix structures have largely been abandoned by enduring firms due to their complexity and inefficiency. In contrast, hybrid structures remain popular, especially among multinational corporations, as they combine elements of functional, divisional, and regional models. Multidisciplinary teams can enhance structural efficiency, but their effectiveness depends on thoughtful composition and skilled management. Beyond structure, enduring firms must also determine the appropriate degree of centralization in decision-making. Finally, strong governance is essential to ensure that the chosen structure remains effective and resilient over time.

Keywords: Organizational structure; Functional structure; Divisional structure; Holding company; Hybrid organization; Governance models; Strategic implementation; Decentralization; Multidisciplinary teams; Sustainable organizations (search for similar items in EconPapers)
Date: 2026
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DOI: 10.1007/978-3-032-14617-5_6

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