Depending on the project, this might be a new logistics facility, for example. In this process, storage areas are outlined, bays are calculated, and processes defined. Implementation planning is carried out, responsibilities are defined, and budgets drawn up. The call for tenders for the storage equipment is issued, the various partners are hired, and a more detailed transition plan is drafted. Then the diggers, hammers, and screws are brought out. The employees are trained in new systems and optimally prepared for their new working environment. But the devil is in the details.
During process transitions, the strains on the organizational structure are often completely different. It is not enough to merely implement old solutions through the new processes and circumstances. This seems reasonable in new enterprises with new processes, but you have to continually ensure that familiar strategies still work. Employees need a clear allocation of duties, clear reporting, and clear hierarchies, especially when it comes to new tasks. These have to be planned, documented and implemented carefully, and ideally work from day one, as you are otherwise running the risk that processes creep in that are very difficult to correct.
The organizational structure cannot be a social experiment in which management structures materialize from within. They have to be considered and introduced professionally so as not to jeopardize the success of the project.