3.4Organization, processes & structures
The essentials in 30 seconds
- Structures: functional (by profession), divisional (by products/areas), matrix (professions x projects). None is perfect.
- Process = a chain of activities turning inputs into results. Mapping it reveals duplicates and waiting.
- Reflex: act on causes (processes), not on people.
Running mini-case — reorganizing Salim's department
The SME wants to grow: Salim's customer service must handle more tickets without hiring. Today, Lina takes the call, notes it on paper, Karim re-enters it in the tool, Salim checks at the end — 3 passes, missed items, nobody knows who answers what. Salim maps the "incoming ticket → response within 24h" process, spots double entry and blurred responsibilities, and suggests a clear allocation + a single shared tool.
This same case returns in the course, the diagram, the script and the 48h challenge.
1. Organizational structures
How to structure work at company scale? There are several structures: functional (by profession: marketing, finance, production — clear but siloed), divisional (by products, areas or markets), matrix (crossing professions and projects — flexible but with possible authority conflicts), or flatter, more agile ones. Each has pros and cons in coordination, clarity and flexibility.
Think building: the functional structure sorts by profession-floors (each at home, stairs rarely used), the matrix crosses lifts and corridors (we meet, but sometimes bump into each other). Salim's SME is functional: customer service barely talks to sales — hence untenable promises.
2. Processes: mapping to improve
Beyond the org chart, you must understand processes: chains of activities turning inputs into results (handling an order, hiring, answering a ticket). Mapping your processes reveals inefficiencies, duplicates and blurred areas. A manager who understands structure and processes coordinates better and spots levers.
Salim draws 5 boxes: call → qualification → handling → response → follow-up. He circles in red double entry and the missing follow-up owner. Lesson: before "pushing" the team, fix the pipe.
🔎 Concrete example — Mapping a process (Salim's case)
Key process: incoming ticket → response within 24h → D+2 follow-up.
Steps: call, qualification, handling, response, follow-up.
Spot: double entry, back-and-forth, blurred follow-up owner.
→ improve the process (1 tool, who does what) rather than "pushing" the team.Result: better coordination and irritants removed.
Lesson: act on causes (processes), not symptoms (people).
Section vocabulary reinforced definitions
- Organizational structure
- How work is divided and coordinated (functional, divisional, matrix…).
Simple example: Salim's SME is functional: customer service on one side, sales on the other.
What it is not: a process or an org chart frozen once and for all.
Reflex: name your structure + its main limit (silos? conflicts?).
- Functional / matrix structure
- Functional = by profession (clear, silos). Matrix = professions x projects (flexible, possible conflicts).
Simple example: Karim reporting to the department + to the WhatsApp project = matrix logic.
What it is not: "matrix is always better" — everything depends on context.
Reflex: with dual reporting, write who arbitrates in case of conflict.
- Process
- A chain of activities turning inputs into results.
Simple example: "incoming ticket → response within 24h → D+2 follow-up".
What it is not: a meeting or a department.
Reflex: describe any process in 3-6 named steps with owners.
- Process mapping
- Showing steps to spot inefficiencies, duplicates, blockages.
Simple example: Salim's ticket diagram circles double entry in red.
What it is not: a 3-month audit — one sheet and 30 min are enough to start.
Reflex: for each step: who, how long, what waiting?
In practice — Understanding structure and processes
- Name your structure (functional, divisional, matrix?) + 1 lived strength and 1 limit.
- Locate your team and its 2 key interfaces (with whom must it coordinate?).
- Map 1 key process in 3-6 steps, from input to result, with owners.
- Circle 1 duplicate + 1 blur and suggest 1 improvement testable in 2 weeks.
Ready-to-say script — suggesting simplification (2 min)
"I mapped our ticket process: we have double entry between paper and the tool, and nobody owns follow-up. I suggest we test for 2 weeks: ticket direct in the tool, Karim answers, Lina checks at D+2. We measure missed items and time saved. What bothers you in this test?"
Show the diagram, talk process ("the pipe") without targeting anyone.
Copy-paste template — process sheet
PROCESS: [name] — input: ... — expected result: ...
STEPS: 1) ... (who: ...) 2) ... (who: ...) 3) ... (who: ...)
TIME / WAITING: where do we wait? ... / DUPLICATES: ...
BLUR: unclear responsibility on ... → suggestion: ...
2-WEEK TEST: we change ... — measure: ... — review on: ...Micro-business (2-3 people)
Process drawn on paper in 15 min. A single "who does what" rule posted near the phone.
Remote / hybrid
Written process + shared tool screenshots. Owners named in writing, no implicit assumptions on video.
Algerian SME
Plan for peaks and absences (summer, holidays): a named backup for each critical process step.
Intercultural
Spell out interfaces: who informs whom, through which channel, within what delay — one person's obvious is not another's.
✓ Best practices
- Spot strengths and limits of your structure.
- Map your key processes end to end.
- Act on causes (processes) rather than symptoms.
✗ Common pitfalls
- Looking for "the" one best universal structure.
- Blaming people for process problems.
- Ignoring interfaces between teams.
Key takeaways
- Structures: functional, divisional, matrix, flat — each with strengths and limits.
- Processes produce results: mapping them reveals levers.
- Clear interfaces and responsibilities = successful coordination.
- Improve the process before pressing the team.
48h challenge — apply tomorrow
Map 1 process that sticks in 5 steps max with owners, circle 1 duplicate + 1 blur, and suggest 1 2-week test to your team.
- I can name our structure + 1 strength and 1 limit.
- I mapped 1 process with owners.
- I did the 48h challenge or scheduled its date.
Frequently asked questions
What is the best structure?
None universally: everything depends on size, activity and strategy. Functional is clear but siloed, matrix flexible but conflict-prone, flat structures agile but demanding. The right structure serves coordination and evolves with growth.
Why care about processes?
Because most irritants come from poorly designed processes (waiting, duplicates, blur), not people. Improving a process is often more profitable than asking for more effort. It means acting on causes.
Tickets pile up. Salim wants to lecture Lina and Karim to "work faster". Best reflex?