The last two case studies showed the importance of understanding a problem before embarking on its solution and the need to develop an appropriate strategy before making any change. Here it was suggested that it was good policy to take account of two things. These were relevant strategic thinking, such as that developed by the Tavistock Institute, and how to use this for particular problems and appropriate industries. The next step in problem solving for change is structure. Choosing an appropriate organizational structure to accompany and accommodate change is always difficult. There will be many constraints, including the skills and availability of labour, the requirements of technology and the knowledge of management. Despite these problems, there will usually be a number of different options available. The excellent manager will have the ability to distinguish good organizational design from bad. Sometimes this has to be a result of trial and error, but as the last chapter suggested, a useful first strategy is to investigate what other companies have done and evaluate the different organizational options they have used.