Generally, our starting point is to get some agreement about what the ‘reason for being’ is for any division
or department. What is it there for? What added value is it meant to create for the rest of the business?
If this division or department did not appear on the structure chart, which other parts of the organization
would be undertaking its functions?
Most of the answers tend to lie in understanding both the constant, and the changing needs and expectations
of clients. Getting this right for the various internal clients is every bit as important as getting it
right for the ultimate client – those external to the organization.