Jake Harvey has a position on the corporate planning staff of a large company in a high-technology industry. Although he has spent most of his time on long-range, strategic planning for the company, he has been appointed to a task force to reorganize the company. The president and board of directors are concerned that they are losing their competitive position in the industry because of an outdated organization structure. Being a planning expert, Jake convinced the task force that they should proceed by first determining exactly what type of structure they have now, then determining what type of environment the company faces now and in the future, and then designing the organization structure accordingly. In the first phase they discovered that the organization is currently structured along classic bureaucratic lines. In the second phase they found that they are competing in a highly dynamic, rapidly growing, and uncertain environment that requires a great deal of flexibility and response to change. 

Question

1. What type or types of organization design do you feel this task force should recommend in the third and final phase of the approach to their assignment? 

2. Do you think Jake was correct in his suggestion of how the task force should proceed? What types of problems might develop as by-products of the recommendation you made in question 1?