Imagine that you are a management consultant who has been hired by Alpha Inc., a software development firm that started out developing rideshare management software. Recently, in light of a rapidly changing (and increasingly competitive) rideshare software market, Alpha has decided to venture also into new software product categories, spanning scholarly research, education, restaurant delivery, and various other domains, but have maintained their original, functional structure in so doing (i.e. segregating developers, HR, and marketing into different departments). Nevertheless, coinciding with the new ventures has been an increase in communication breakdowns between departments; employees and higher-ups alike feeling overburdened by their daily tasks; and decision-making speed and quality declining. Moreover, many employees at the company feel that the firm, strategically speaking, is not adapting to these new software markets quickly enough. Although Alpha has requested that you help them with their strategy, you surprise them by suggesting instead that they should primarily change their organizational structure. What might have led you to this conclusion , and what advice would you give to Alpha with respect to altering their structure, and why? Just verbally describe what advice you would give them and why.