Organisational Design

Organisational design studies how responsibility, coordination and decision rights are distributed across roles, teams and layers. The field supplies the archetypes — functional, divisional, matrix, network — and the criteria for choosing between them: span of control, coupling between units, and where information and authority meet.

The choice between a regieorganisatie, a demand organisation and a retained delivery organisation is at heart an organisational-design question, not a procurement one. Organisational design supplies the vocabulary and the criteria to assess these operating archetypes on coupling, span of control and where decision rights actually sit, rather than choosing them on trend.

• Which archetype fits the degree of standardisation versus local variation in the services?
• Where does coordination loss arise once oversight and delivery are separated?
• How much span of control can a regie team actually carry across multiple providers and sites?
• Does decision authority sit at the same layer as the information that feeds the decision?

• Henry Mintzberg — organisational configurations and coordination mechanisms.
• Jay Galbraith — star model and organisational design as a coherent set of structure, process and reward.
• Research on shared-service and regie models within management studies.

• A regieorganisatie set up without an explicit span-of-control analysis collapses into reactive contract administration.
• Matrix-like FM structures — functionally managed, locally directed — need explicit escalation rules, or the stronger line wins by default.

• Governance & Contract Management
• FM organisational set-up

• Operating model design
• Role and responsibility matrices (RACI)

• Regieorganisatie — managing organisation / intelligent client function

  The canonical FM application of organisational design: coordination without in-house delivery.

• Demand organisation

  Separates demand articulation from delivery; the design decides whether that separation works or merely delays.

• In-house (retained) delivery organisation

  Keeps delivery in-house; organisational design determines how that unit relates to the rest of the organisation.

• ISO 41001:2018 — facility management management systems, with requirements on roles and responsibilities.

The standards section arrives in Part 7.

• An organisation chart presented as organisational design, when it only shows reporting lines and no decision rights.
• Regie set up as a copy of a supplier's structure, rather than derived from the client's own coordination need.

It remains unclear how organisational design theory applies to highly distributed, platform-like FM delivery models where coordination is partly performed by software; the classic archetypes assume human coordinators.

• Mintzberg, Structure in Fives.
• Galbraith, Designing Organizations.