The design of an organization is based on the integration of people, processes, information, and technology. Ideally, the design is aligned with the ultimate goal that the organization seeks to achieve. However, many organizational designs evolve in ways that fail  to effectively and efficiently link all functions, structures, systems, and processes with the desired outcomes. This  lack of alignment and integration limits organizational performance and reduces profitability, decreases customer service and satisfaction, increases quality control issues,  and drives  employee dissatisfaction.

The basis for an organization's design  needs to be more than division by market, product, geography, function, span of control and centralization or decentralization. The guiding principle for Brooks in organizational design is the alignment to the overall mission and objective of the organization. By organizing around the mission  the technical structure of the organization is shaped, and more importantly, the systems and managerial processes are integrated to ensure the right results are achieved at the right time at  the right cost while building  profitability and fully satisfying the customers.

Brooks connects employees with each other and  with the information, technology, processes and actions necessary for them to be successful. Organizational structure defines the formal relationships between employees, their roles and responsibilities, authorities, and decision protocols to support the organization’s purpose and delivery of the desired outcomes.