Power is generally agreed to be the capacity to influence or get things done. Consequently, it has a massive impact on the decisions which an organisation makes. The more power you have, the more likely you are to be able to realise your objectives. So, it is natural that individuals and groups will be seeking power. Usually, the power structures within an organisation emerge as a result of strategy, performance, environment and ambition. Rarely are they created deliberately to match the strategy of the venture. Therefore, power is more of an output than an input. Yet, this is a little bizarre when you consider that the vast majority of decisions made by organisations are significantly shaped by the power positions of the interested parties. When agendas within an organisation so often appear to be conflicting, ignoring the power dynamics at the design (or restructure stage) is an omission which puts the realization of strategy into doubt.

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