Organizations of all sizes, types across various industries are experiencing turbulent forces of change from the environment in the business world, both nationally and internationally. We are in an era of global businessa `one world market'. The traditional orientation of companies working just within national boundaries is declining worldwide. The ability of business to respond to the newer challenges of globalization requires clarity of vision and understanding about the behavioral role of management and organizations in this constantly changing new world (Brake et al., 1995). It is up to the leaders and followers alike to position the organization to compete and win in the face of increasing external global market pressures. The expressed purpose of this paper is to add new insights and foresight to an existing body of knowledge on the role and impact of leaders to identify and implement the right organizational design(s) to fit the culture, strategy, people, and unique challenges facing each organization. Equally important this paper is intended to articulate the necessary prerequisites that must be in place to ensure that the design(s) is sustainable to achieve the desired outcomes for the organization.

Unprecedented technological advances, unparalled diversity, winds of rapid change, innovation in products and designs, escalating strategic and operational competition, cultural and ethical dilemmas, employee exodus and growing unrest by stakeholders for greater productivity, rising performance demands, etc., are spurring organizational leaders and managers to think how to structure organizations to better respond to this reality, and survive ultimately.

In turbulent times, an enterprise has to be managed both to withstand sudden blows and avail itself of unexpected opportunities. It is not an either or proposition, but rather a paradoxical situation which must be confronted by organizations and its leadership and followers. This means that in turbulent times the fundamentals have to be managed, and managed, well (Drucker, 1980).

Skeptical leaders may be wondering—is it really worth it? Why to bother during these turbulent times? Would it not be far easier to just call it a day, or start all over, or blow up the structure, or simply give up trying to use the organizational structure as a strategic asset at all? Against the backdrop of such challenges one must recall how great leaders like Gandhi, Martin Luther King Jr., Abraham Lincoln have changed the course of history with tremendous vision and courage without placing an emphasis on organizational structure to support their efforts. However, when it comes to business, it is cautioned to replicate the same logic because organizations are dealing metaphorically with an animal of a far different shape, complexity, and the dynamic forces at work in the industry require unity of purpose. Organizations, thus enable people working in groups to accomplish goals that none of them could do on their own. In this way, they are able to harness complex and simple technologies and ingenious solutions to achieve greatness in a far more profound and sustainable fashion (Mitroff, 2004).

Soft Skills Journal, Globalization, Identifying Right Organizational Designs, Turbulent Times, Global Market, technological Advances, Ingenious Solutions, Scientific Management, Transforming Culture, Organizational Cultural Assessment Instrument, OCAI, Adhocracy Culture, Clan Culture, Strategic Thinking.