{ "schema_version": "core-reviewed-term-ai-handoff-v2", "version": "core-reviewed-term-ai-handoff-v2", "compat": { "backward_compatible_schema_versions": [ "core-reviewed-term-ai-handoff-v1" ], "v1_fields_preserved": true }, "contract_status": "preview", "distribution": "per_term_read_only_ai_handoff", "no_write_operations": true, "content_tier": "db_backed", "canonical": { "url": "https://core.yogoq.com/ko-KR/core/organizational-design", "slug": "organizational-design", "locale": "ko-KR" }, "summary": { "schema_version": "core-reviewed-term-summary-v1", "term_id": "0c1c792f-5afd-53be-b62e-ea4cd7b5a0c5", "canonical_slug": "organizational-design", "canonical_url": "https://core.yogoq.com/ko-KR/core/organizational-design", "locale": "ko-KR", "display_name": "組織設計", "english_name": "Organizational Design", "abbreviation": null, "short_definition": "Organizational Design is the design of roles, reporting lines, decision rights, coordination routines, and capabilities needed to execute strategy. It is used for accountability and decision architecture by reading stra…", "content_tier": "db_backed", "quality": "reviewed", "publication_status": "published_reviewed", "version": "core-reviewed-term-summary-v1", "last_reviewed_at": "2026-05-14T00:00:00.000Z", "sources_count": 2, "limitations_key": "core-trust-policy-v1-2026-06-22" }, "aliases": [ { "text": "組織設計", "type": "display_name", "locale": "ko-KR" }, { "text": "Organizational Design", "type": "english_name", "locale": "en-US" }, { "text": "オーガニゼーショナル・デザイン", "type": "katakana", "locale": "ko-KR" }, { "text": "組織設計", "type": "localized_title", "locale": "ja-JP" } ], "content": { "definition": { "key": "definition", "title": "一言でいうと", "text": "Organizational Design is the design of roles, reporting lines, decision rights, coordination routines, and capabilities needed to execute strategy. It is used for accountability and decision architecture by reading strategy fit, decision speed, accountability clarity, coordination load, capability gap, and span of control and deciding which structure and routines make strategy executable.", "items": [] }, "formula": null, "boundary": { "key": "boundary", "title": "含めるもの / 含めないもの", "text": "Keep the inclusion and exclusion rules stable so decisions can be compared over time. Include | roles, decision rights, reporting, coordination, capabilities | These form the accountability and decision architecture Exclude | title changes alone, political reshuffles, unclear dotted lines | They change labels without improving execution Define explicitly | strategy dependency, key decisions, owner, interface, escalation | Structure needs operating rules to work", "items": [ "Include | roles, decision rights, reporting, coordination, capabilities | These form the accountability and decision architecture", "Exclude | title changes alone, political reshuffles, unclear dotted lines | They change labels without improving execution", "Define explicitly | strategy dependency, key decisions, owner, interface, escalation | Structure needs operating rules to work" ] }, "usage": [ { "key": "meaning", "title": "意味", "text": "Organizational Design is a practical concept for improving operating, risk, and organization decisions. It makes strategy fit, decision speed, accountability clarity, coordination load, capability gap, and span of control visible under shared assumptions so teams can decide which structure and routines make strategy executable. Without clear organizational design boundaries, owners, and review cadence, teams can improve one local view while moving organizational design pressure elsewhere.", "items": [] }, { "key": "usage", "title": "役立つ場面", "text": "Organizational Design changes decisions by turning strategy fit, decision speed, accountability clarity, coordination load, capability gap, and span of control into evidence for where scarce capacity and budget should go. It sets boundaries so improvement, control, resilience, and customer impact can be weighed in the same review. It makes which structure and routines make strategy executable operational by naming owners, triggers, and review cadence instead of leaving the concept as a discussion point.", "items": [ "Organizational Design changes decisions by turning strategy fit, decision speed, accountability clarity, coordination load, capability gap, and span of control into evidence for where scarce capacity and budget should go.", "It sets boundaries so improvement, control, resilience, and customer impact can be weighed in the same review.", "It makes which structure and routines make strategy executable operational by naming owners, triggers, and review cadence instead of leaving the concept as a discussion point." ] }, { "key": "usage", "title": "使い方のポイント", "text": null, "items": [ "Start from the strategy and critical decisions, not the current org chart.", "Name decision rights before changing reporting lines.", "Design coordination routines where work crosses teams.", "Check capability gaps and leadership capacity before announcing the structure.", "In every Organizational Design review, record the customer impact, risk tradeoff, accountable owner, and next review date alongside the metric movement." ] }, { "key": "drivers", "title": "何が数字を動かすか", "text": "Breaking the topic into drivers shows which operating action is likely to move the result. Decision density | Frequent high-stakes decisions need clear rights | Map who decides and who advises Interdependence | Highly coupled work needs stronger coordination routines | Review interfaces, not only teams Leadership load | Too many direct reports or ambiguous teams slow management | Check span and decision bottlenecks together", "items": [ "Decision density | Frequent high-stakes decisions need clear rights | Map who decides and who advises", "Interdependence | Highly coupled work needs stronger coordination routines | Review interfaces, not only teams", "Leadership load | Too many direct reports or ambiguous teams slow management | Check span and decision bottlenecks together" ] } ], "misunderstandings": [ { "key": "misunderstandings", "title": "よくある誤解 / 落とし穴", "text": null, "items": [ "Changing boxes on an org chart does not change decision behavior by itself.", "Matrix structures fail when escalation and priority rules are missing.", "A structure optimized for current efficiency may block the capability needed for strategy." ] } ], "examples": [ { "key": "examples", "title": "最小例", "text": "A product company reorganizes around customer segments but first maps the decisions that must become faster. It moves pricing authority, creates a cross-functional launch forum, and adjusts spans for overloaded managers. The org design changes decision behavior, not only reporting labels. In this example, Organizational Design is treated as an operating decision that connects constraints, ownership, measurement, and review, so the team can reassess the change using the same evidence later.", "items": [] } ], "comparisons": [ { "key": "comparisons", "title": "似ている言葉との違い", "text": "Operating model simplification | Reduces coordination complexity | Organizational design defines the roles and decision architecture Span of control | Measures management breadth | Organizational design decides where that span is appropriate Talent management | Builds people capability | Organizational design decides where capability must sit", "items": [ "Operating model simplification | Reduces coordination complexity | Organizational design defines the roles and decision architecture", "Span of control | Measures management breadth | Organizational design decides where that span is appropriate", "Talent management | Builds people capability | Organizational design decides where capability must sit" ] } ], "faq": [ { "question": "What should come before an org chart?", "answer": "Strategy, critical decisions, required capabilities, and coordination needs." }, { "question": "How do we avoid reorg theater?", "answer": "Define decision rights, interfaces, owners, and operating cadence along with the structure." }, { "question": "When should design be revisited?", "answer": "When strategy, scale, customer segments, capability needs, or decision bottlenecks change materially." } ] }, "source_refs": [ "concept:business-concept-0219:en-US", "concept:business-concept-0219:ja-JP", "manual_promotion_packet:synthetic-business-concepts-batch3-2026-04-28" ], "sources": { "source_refs": [ "concept:business-concept-0219:en-US", "concept:business-concept-0219:ja-JP", "manual_promotion_packet:synthetic-business-concepts-batch3-2026-04-28" ], "visible_sources": [ { "label": "Principles of Management (OpenStax)", "url": "https://openstax.org/details/books/principles-management", "kind": "tier_s" }, { "label": "Wikipedia reference: Organizational Design", "url": "https://en.wikipedia.org/wiki/Organizational_design", "kind": "supplemental" } ] }, "related_terms": [ { "topic_id": "0f6de5c0-666b-50e8-a113-2520724d6e5a", "canonical_slug": "organization-span-of-control", "canonical_url": "https://core.yogoq.com/ko-KR/core/organization-span-of-control", "title": "組織のスパンオブコントロール", "relation_type": "used_together" }, { "topic_id": "0ac35412-fc1d-55be-a7d5-adb9d3e33a53", "canonical_slug": "talent-management", "canonical_url": "https://core.yogoq.com/ko-KR/core/talent-management", "title": "タレントマネジメント", "relation_type": "used_together" }, { "topic_id": "24e930d7-cf14-5d4d-925e-8a38868b9831", "canonical_slug": "operating-model-simplification", "canonical_url": "https://core.yogoq.com/ko-KR/core/operating-model-simplification", "title": "運営モデルの簡素化", "relation_type": "related" } ], "relations": [ { "term_id": "0f6de5c0-666b-50e8-a113-2520724d6e5a", "canonical_slug": "organization-span-of-control", "canonical_url": "https://core.yogoq.com/ko-KR/core/organization-span-of-control", "display_name": "組織のスパンオブコントロール", "relation_type": "related", "source_relation_type": "used_together" }, { "term_id": "0ac35412-fc1d-55be-a7d5-adb9d3e33a53", "canonical_slug": "talent-management", "canonical_url": "https://core.yogoq.com/ko-KR/core/talent-management", "display_name": "タレントマネジメント", "relation_type": "related", "source_relation_type": "used_together" }, { "term_id": "24e930d7-cf14-5d4d-925e-8a38868b9831", "canonical_slug": "operating-model-simplification", "canonical_url": "https://core.yogoq.com/ko-KR/core/operating-model-simplification", "display_name": "運営モデルの簡素化", "relation_type": "related", "source_relation_type": "related" } ], "chunk_ids": [ "core:chunk:organizational-design:ko-KR:definition:4a4395b67a40f493", "core:chunk:organizational-design:ko-KR:boundary:251d898eacf21907", "core:chunk:organizational-design:ko-KR:meaning:6e449d32585cc310", "core:chunk:organizational-design:ko-KR:usage:8165c43a53071d2a", "core:chunk:organizational-design:ko-KR:usage:5ee25a0d35368322", "core:chunk:organizational-design:ko-KR:drivers:c89082cece611556", "core:chunk:organizational-design:ko-KR:misunderstandings:b8fa2af57867dd31", "core:chunk:organizational-design:ko-KR:examples:f515086b2bf44f84", "core:chunk:organizational-design:ko-KR:comparisons:69042dcb17488ba9", "core:chunk:organizational-design:ko-KR:faq:03c946a68c1c0946", "core:chunk:organizational-design:ko-KR:faq:0a2accbd9dacdf80", "core:chunk:organizational-design:ko-KR:faq:cadc631a0b1dd8ae" ], "chunks": [ { "chunk_id": "core:chunk:organizational-design:ko-KR:definition:4a4395b67a40f493", "section_key": "definition", "heading": "一言でいうと", "text": "Organizational Design is the design of roles, reporting lines, decision rights, coordination routines, and capabilities needed to execute strategy. It is used for accountability and decision architecture by reading strategy fit, decision speed, accountability clarity, coordination load, capability gap, and span of control and deciding which structure and routines make strategy executable.", "source_refs": [ "concept:business-concept-0219:en-US", "concept:business-concept-0219:ja-JP", "manual_promotion_packet:synthetic-business-concepts-batch3-2026-04-28" ], "content_hash": "4a4395b67a40f493453760a283a51844acbaec0ef6b924a9b0e46dea31ddf25f" }, { "chunk_id": "core:chunk:organizational-design:ko-KR:boundary:251d898eacf21907", "section_key": "boundary", "heading": "含めるもの / 含めないもの", "text": "Keep the inclusion and exclusion rules stable so decisions can be compared over time. Include | roles, decision rights, reporting, coordination, capabilities | These form the accountability and decision architecture Exclude | title changes alone, political reshuffles, unclear dotted lines | They change labels without improving execution Define explicitly | strategy dependency, key decisions, owner, interface, escalation | Structure needs operating rules to work Include | roles, decision rights, reporting, coordination, capabilities | These form the accountability and decision architecture Exclude | title changes alone, political reshuffles, unclear dotted lines | They change labels without improving execution Define explicitly | strategy dependency, key decisions, owner, interface, escalation | Structure needs operating rules to work", "source_refs": [ "concept:business-concept-0219:en-US", "concept:business-concept-0219:ja-JP", "manual_promotion_packet:synthetic-business-concepts-batch3-2026-04-28" ], "content_hash": "251d898eacf2190738215e7b21835c668acbe7f57f2e6afde4a3279afa4aac34" }, { "chunk_id": "core:chunk:organizational-design:ko-KR:meaning:6e449d32585cc310", "section_key": "meaning", "heading": "意味", "text": "Organizational Design is a practical concept for improving operating, risk, and organization decisions. It makes strategy fit, decision speed, accountability clarity, coordination load, capability gap, and span of control visible under shared assumptions so teams can decide which structure and routines make strategy executable. Without clear organizational design boundaries, owners, and review cadence, teams can improve one local view while moving organizational design pressure elsewhere.", "source_refs": [ "concept:business-concept-0219:en-US", "concept:business-concept-0219:ja-JP", "manual_promotion_packet:synthetic-business-concepts-batch3-2026-04-28" ], "content_hash": "6e449d32585cc310c82d4df5e186bda1140fb350a28a14d6c673ab0ae10df2ee" }, { "chunk_id": "core:chunk:organizational-design:ko-KR:usage:8165c43a53071d2a", "section_key": "usage", "heading": "役立つ場面", "text": "Organizational Design changes decisions by turning strategy fit, decision speed, accountability clarity, coordination load, capability gap, and span of control into evidence for where scarce capacity and budget should go. It sets boundaries so improvement, control, resilience, and customer impact can be weighed in the same review. It makes which structure and routines make strategy executable operational by naming owners, triggers, and review cadence instead of leaving the concept as a discussion point. Organizational Design changes decisions by turning strategy fit, decision speed, accountability clarity, coordination load, capability gap, and span of control into evidence for where scarce capacity and budget should go. It sets boundaries so improvement, control, resilience, and customer impact can be weighed in the same review. It makes which structure and routines make strategy executable operational by naming owners, triggers, and review cadence instead of leaving the concept as a discussion point.", "source_refs": [ "concept:business-concept-0219:en-US", "concept:business-concept-0219:ja-JP", "manual_promotion_packet:synthetic-business-concepts-batch3-2026-04-28" ], "content_hash": "8165c43a53071d2a171c02a30208b4ec3bef7ae10856922f472ba7474bca5662" }, { "chunk_id": "core:chunk:organizational-design:ko-KR:usage:5ee25a0d35368322", "section_key": "usage", "heading": "使い方のポイント", "text": "Start from the strategy and critical decisions, not the current org chart. Name decision rights before changing reporting lines. Design coordination routines where work crosses teams. Check capability gaps and leadership capacity before announcing the structure. In every Organizational Design review, record the customer impact, risk tradeoff, accountable owner, and next review date alongside the metric movement.", "source_refs": [ "concept:business-concept-0219:en-US", "concept:business-concept-0219:ja-JP", "manual_promotion_packet:synthetic-business-concepts-batch3-2026-04-28" ], "content_hash": "5ee25a0d35368322359ff988b32391ec9fc101f84a2f730bd95207b74df1fc1f" }, { "chunk_id": "core:chunk:organizational-design:ko-KR:drivers:c89082cece611556", "section_key": "drivers", "heading": "何が数字を動かすか", "text": "Breaking the topic into drivers shows which operating action is likely to move the result. Decision density | Frequent high-stakes decisions need clear rights | Map who decides and who advises Interdependence | Highly coupled work needs stronger coordination routines | Review interfaces, not only teams Leadership load | Too many direct reports or ambiguous teams slow management | Check span and decision bottlenecks together Decision density | Frequent high-stakes decisions need clear rights | Map who decides and who advises Interdependence | Highly coupled work needs stronger coordination routines | Review interfaces, not only teams Leadership load | Too many direct reports or ambiguous teams slow management | Check span and decision bottlenecks together", "source_refs": [ "concept:business-concept-0219:en-US", "concept:business-concept-0219:ja-JP", "manual_promotion_packet:synthetic-business-concepts-batch3-2026-04-28" ], "content_hash": "c89082cece611556a191e952881d5e5f683132acfaaf1255642b9bb8a09a1e3b" }, { "chunk_id": "core:chunk:organizational-design:ko-KR:misunderstandings:b8fa2af57867dd31", "section_key": "misunderstandings", "heading": "よくある誤解 / 落とし穴", "text": "Changing boxes on an org chart does not change decision behavior by itself. Matrix structures fail when escalation and priority rules are missing. A structure optimized for current efficiency may block the capability needed for strategy.", "source_refs": [ "concept:business-concept-0219:en-US", "concept:business-concept-0219:ja-JP", "manual_promotion_packet:synthetic-business-concepts-batch3-2026-04-28" ], "content_hash": "b8fa2af57867dd31f15735e81ccedc30a4362e8a1112c458b930ebbab35d03db" }, { "chunk_id": "core:chunk:organizational-design:ko-KR:examples:f515086b2bf44f84", "section_key": "examples", "heading": "最小例", "text": "A product company reorganizes around customer segments but first maps the decisions that must become faster. It moves pricing authority, creates a cross-functional launch forum, and adjusts spans for overloaded managers. The org design changes decision behavior, not only reporting labels. In this example, Organizational Design is treated as an operating decision that connects constraints, ownership, measurement, and review, so the team can reassess the change using the same evidence later.", "source_refs": [ "concept:business-concept-0219:en-US", "concept:business-concept-0219:ja-JP", "manual_promotion_packet:synthetic-business-concepts-batch3-2026-04-28" ], "content_hash": "f515086b2bf44f8422be16a1add5b760832cb6a34686c86d40b76a0df928ca1e" }, { "chunk_id": "core:chunk:organizational-design:ko-KR:comparisons:69042dcb17488ba9", "section_key": "comparisons", "heading": "似ている言葉との違い", "text": "Operating model simplification | Reduces coordination complexity | Organizational design defines the roles and decision architecture Span of control | Measures management breadth | Organizational design decides where that span is appropriate Talent management | Builds people capability | Organizational design decides where capability must sit Operating model simplification | Reduces coordination complexity | Organizational design defines the roles and decision architecture Span of control | Measures management breadth | Organizational design decides where that span is appropriate Talent management | Builds people capability | Organizational design decides where capability must sit", "source_refs": [ "concept:business-concept-0219:en-US", "concept:business-concept-0219:ja-JP", "manual_promotion_packet:synthetic-business-concepts-batch3-2026-04-28" ], "content_hash": "69042dcb17488ba98c90f68d4b4634d16a6191d749c9a8f3dfd2ba60c3043813" }, { "chunk_id": "core:chunk:organizational-design:ko-KR:faq:03c946a68c1c0946", "section_key": "faq", "heading": "What should come before an org chart?", "text": "What should come before an org chart? Strategy, critical decisions, required capabilities, and coordination needs.", "source_refs": [ "concept:business-concept-0219:en-US", "concept:business-concept-0219:ja-JP", "manual_promotion_packet:synthetic-business-concepts-batch3-2026-04-28" ], "content_hash": "03c946a68c1c0946d9313bef7f2d0f3edb9fabc7fa71b96b27af42ba11ef90fa" }, { "chunk_id": "core:chunk:organizational-design:ko-KR:faq:0a2accbd9dacdf80", "section_key": "faq", "heading": "How do we avoid reorg theater?", "text": "How do we avoid reorg theater? Define decision rights, interfaces, owners, and operating cadence along with the structure.", "source_refs": [ "concept:business-concept-0219:en-US", "concept:business-concept-0219:ja-JP", "manual_promotion_packet:synthetic-business-concepts-batch3-2026-04-28" ], "content_hash": "0a2accbd9dacdf809788b5a05087447993eb3dd101ea198a4e6291a8df1eb016" }, { "chunk_id": "core:chunk:organizational-design:ko-KR:faq:cadc631a0b1dd8ae", "section_key": "faq", "heading": "When should design be revisited?", "text": "When should design be revisited? When strategy, scale, customer segments, capability needs, or decision bottlenecks change materially.", "source_refs": [ "concept:business-concept-0219:en-US", "concept:business-concept-0219:ja-JP", "manual_promotion_packet:synthetic-business-concepts-batch3-2026-04-28" ], "content_hash": "cadc631a0b1dd8ae3e0e30d5fc3b431628fe30c4d902738b1a7454e51ff77620" } ], "content_hash": "a6c08b3c33714527ba2f4f0784fdaae32be9aa61b7ae0facb97282461b1306eb", "hash_algorithm": "sha256", "rag": { "chunk_id_policy": "core:chunk:{canonical_slug}:{locale}:{section_key}:{sha256_16}", "content_hash_policy": "sha256_stable_json", "source_refs_precision": "source_object_ref_or_source_key_current_snapshot" }, "quality": { "content_tier": "db_backed", "quality": "reviewed", "publication_status": "published_reviewed", "source_count": 2, "last_reviewed_at": "2026-05-14T00:00:00.000Z", "trust_policy_version": "core-trust-policy-v1-2026-06-22" }, "limitations": { "policy_version": "core-trust-policy-v1-2026-06-22", "professional_advice_boundary": "reference_only_not_professional_advice", "text": "이 페이지는 조사와 학습을 위한 참조 정보입니다. 회계, 법무, 금융, 의료, 보안 등 개별 판단은 1차 출처나 전문가 확인을 우선하세요.", "items": [ "공개 페이지는 일반 이해와 실무 맥락을 돕는 자료이며, 개별 사안의 전문 조언이 아닙니다.", "제도, 가격, 규제, 회계 기준, 제품 사양처럼 빠르게 변하는 정보는 최종 판단 전에 1차 출처를 확인해야 합니다.", "AI 지원 제작·감사 흐름을 사용하더라도 공개 여부는 품질 게이트와 사람이 읽을 수 있는 증거에 기반해 다룹니다." ] } }