3. Structure

Organisational structure, much like the 9Ss framework we propose in Chap. 1, comprises both ‘hard’ and ‘soft’ elements. Like an iceberg, the ‘hard’ elements of structure; the hierarchical chart, the job descriptions and spans of control, are easy to see in that they are explicit and, often, in the public domain. On the contrary, the ‘soft’ elements, those that make up the organisational culture, are often submerged beneath company routine, rituals, symbols and stories. Often it is these hidden elements of organisational structure that determine how a company ‘works’ and how it responds to change. Management can be thought of as a blend of five interrelated functions; commanding, controlling, coordinating, organising and planning and of these five functions, four are associated with organisational structure. But how is structure created? How does it evolve? And what are its implications for big data? In this chapter we examine the role of company founders on establishing and developing both formal and informal structure. We investigate in what way the internal organisational environment and the wider business environment shape how a company responds to change. Finally, by reflecting on some of failed enterprise resource planning (ERP) system implementations of the last 25 years, we examine what lessons can be learned for the roll-out of big data projects.