Merely to conceive of a strategy is not sufficient of itself; it is also important to see that the strategy and the structure of the organisation in which the strategy is designed to work fit each other. Mintzberg, Quinn and Ghoshal1 liken the relationship between these to the interdependence of two legs when walking. When considering a change in strategy to achieve an objective that differs substantially from the one formerly pursued and for which a structure had been designed, it is crucial to analyse in detail the situation in which the organisation, or in this case the industry concerned, started and the major influences which are making or have made the change to strategy and structure necessary.
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