What is the current organisation structure?

Why was it set up that way – how does it deliver against the business model and Mission?

What are the core processes that drive the organisation?

What are the pain points, obstacles and inefficiencies in the existing structure?

What is the nature of the different problems – are they well defined?

What is the range of possible solutions to these problems – are there already proposals available?

Strategy – how will the new strategy impact the future structure?

Structure – is there a set of design principles (e.g. lines of reporting, roles, responsibilities and accountability) that bound the future structure?

Process – how will core processes change and will this involve a change in responsibilities, controls and procedures?

Ways of Working – how will the new strategy affect organisational culture? Will there be changes to lines of reporting, decision-making protocols and cross-team collaboration?

The organisation cannot do everything alone, so where should it seek partnerships, and why?

What kinds of partnership are needed – from ad hoc, short-term agreements to potential long-term strategic alliances?

Are there existing relationships with potential partners? What is the process for exploring future collaboration?

How do necessary changes to organisation structure and processes break down into specific initiatives?

Who is responsible for different initiatives?

What is the timeline for action and how will progress be tracked over time?