Strategy and structure are interdependent. Strategy follows structure like left foot follows right. The needs for structure must be considered as strategy is developed and implemented - and vice versa.
No single structure is universally effective for every organisation. Each organisation is unique in size, purpose, outputs, people and culture
Different structural configurations exist that represent different 'ideal' types of organisations (mintzberg's blobby model!) suitable under specific contingencies as the most effective mix of structural features and options
As organisations grow in size and complexity, so does their structural complexity. Some of the main forms of complex structures include: the multidivisional structure, the holding structure, the matrix structure and the network structure.
Dynamic organisational forms are required in more dynamic environments. Two essential features for dynamic structures: they enable the flow of knowledge, and they enhance the strategic flexibility of the organisation to respond to change effectively
Structure may provide a source of advantage when aligned with systems and culture.
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