The optimal organizational structure logically and intentionally facilitates workflow through efficient and effective business processes to meet mission needs. Even the most talented, motivated people will struggle to perform at high levels in an organizational structure that erects barriers to success and does not provide incentives for action essential to achieving desired outcomes.

Designing the optimal organizational structure to promote high performance involves answering several key questions. What are the roles and responsibilities in each critical workflow? Do they align with the stakeholder interests? In what organizations does staff most appropriately reside within the agency to deliver the competencies and skill sets needed to handle the respective roles and responsibilities defined in the workflow process? At what stage of the acquisition life cycle does contracting enter the discussion? Where does program management come into play? What parameters will guide the most efficient organization? How can you structure the organization to adapt to changing priorities, environmental factors and agency needs? How does a multi-sector workforce impact your ability to structure your agency acquisition team?

Agency leadership can use the results of these analyses, surveys and recommendations to make the best decisions on the degree to which the organization is centralized or decentralized and on whether its orientation should be functional or customer-focused. Similarly, answering these key questions will facilitate definition of business clearance processes, span of control, staffing requirements, and other elements of designing a high-performing organization.