Organizational design goes beyond the org chart. It decides how work is grouped, how units coordinate, where authority sits, and how information flows — the mechanics that determine whether a strategy can actually be carried out by real teams.
Good design starts from the work, not from the boxes. It asks what capabilities and outcomes the organization needs, then arranges structure and decision rights to support them. Structure follows strategy rather than the other way around.
Design choices always involve trade-offs. Centralizing gains consistency and loses local responsiveness; decentralizing does the reverse. The task is to match the pattern to what the strategy most needs.