The Organizational Order of Operations: Why Structure Should Follow Work, Not People or Titles

Remember PEMDAS (Parentheses, Exponents, Multiplication, Division, Addition, Subtraction), the math order of operations we all learned back in grade school? It ensures that everyone gets the same, correct answer when solving a problem. If you don’t follow the right sequence, the results can be inconsistent or just plain wrong.

The same principle applies to organization design, yet companies consistently get the sequence backward. Instead of structuring organizations around the work that needs to be done, they structure them around people—who they have, who they want to keep or reward, and who they want to hire. This people-first approach is often quicker and easier, with potential short-term fulfillment for those too fainthearted to undertake the hard work of comprehensively aligning people, structures, functions, processes, and work.

The cost of this shortcut is high. It leads to organizational drift, endless reorganization, and unclear accountability—the symptoms that can lead to a muddled Franken-Org— that confuses everyone and undermines performance.

A New Model: FORTH (Work-First Structure)

To counteract this pitfall, implement a work-first approach to organization design, with a clear order of operations:

1. Function – What specialized functions and critical work needs to be done?

2. Organization – What optimal structure will support the work function?

3. Role – What roles are required to execute the work effectively?

4. Title – What clear, straightforward words best describe the role?

5. Human – Only then select the individual best suited for each role.

(This sequence forms the acronym FORTH—Function, Organization, Role, Title, Human—reinforcing that structure follows work, not individuals.)

What Happens When We Get It Wrong?

Companies often prioritize retaining talent, appeasing individuals, or backing into organization designs over structuring for success. Consider this example of how this can play out in a hypothetical company. 

You would be surprised at how common these types of scenarios are—and they frequently occur in both small and large organizations.

This kind of reactive, people-first design leads to:

• Confusion – Constantly changing organizational structures lead to perpetual changes in processes and decision-making authorities. And we wonder why decisions take so long in companies today!

• Resentment in the Ranks – Promotions and role changes feel arbitrary or political.

• Constant Disruption – Every new hire, departure, or promotion triggers another wave of reorganization.

• Contradictory Incentives – Employees learn that making threats or grabbing turf gets rewarded over actual performance. This dynamic encourages office politics and erodes trust in leadership’s vision and expertise.

The Solution: Structure First, People Second

Your company’s success depends on a clear organizational structure — not on accommodating individuals. Establishing standard ways your organization operates (your processes, structure, and approach) aligns teams and creates cohesion. In short, put the work and strategy first, and fit people into that plan, not the other way around.

When we design around people, it’s a slippery slope—you’ll likely alter the organization again, and again, causing continued disruption and confusion. When you design around the company, functions, and the work, you create stability and unity. 

No organization is ever perfect or should remain completely static. Businesses must evolve, new capabilities and roles will be created, and occasionally an organizational change may need to surround an individual. Those modifications should be exceptions rather than the norm. The core structure should remain anchored to the work and strategic objectives, not to whoever happens to fill a chair at the moment.

Before you make your next organizational change, ask yourself: Am I structuring around the work, or around individuals? The following are actionable ways to enable work-first organization structures:

1. Start with a blank org chart based on work, not people.

2. Resist the urge to "fit in" individuals before defining structure. Don’t create roles or departments just to give someone a place.

3. Use FORTH as a decision-making framework for all reorganizations.

Getting the sequence right could be the difference between clarity and chaos in your organization. Work-first design yields a scalable, resilient organization. People-first design breeds instability and confusion. Which future do you want for your company?

If you would like more information or want to discuss organization design best practices at your company, contact [email protected] or visit us at https://org.works/.