Jurgens Pieterse, an enterprise design strategist, has a background in business process engineering, IT investment planning, and enterprise architecture. A recent posting in his new blog on IT Toolbox.com seems to get to the bottom of why restructuring IT organizations often leaves stressed-out CIOs with even more problems. He argues that CIOs need to know how to manage the paradox between optimal structuring versus aligning the structure with staff skills, abilities, culture, and personalities:
CIO's faces such a polarity which must be reconciled when restructuring. On the one side there is the scientific approach which determines optimal work loads and reporting structures. The organisational structure is defined to optimally combine tasks with clear outputs. Often these structures are not taking into account the people that are going to be bound by the structure's rules. The traditional law of corporate governance is that people MUST fit into the structure because the structure is after all the optimal. That I believe is one of the greatest fallacies which result in suboptimal structures that do not align with business value. An equally important consideration is the culture, skills, personalities and abilities of the people in the IT organisation.