Organizational structure can be defined as the “formal arrangement of jobs within an organization” (Robbins & Coulter, 2009, p. 185). Having a defined and unified structure helps employees work more efficiently. Jacques Kemp, former CEO of ING Insurance Asia/Pacific, recognized this need early in his role. The company had performed well and recently acquired another insurance company to become “one of the largest life insurance companies in Asia-Pacific” (Schotter, 2006, p. 4). However, Kemp's proactive personality led him to seek ways to achieve more efficient coordination between the regional office and business units (Robbins & Coulter, 2009). Kemp noticed that “most business unit managers didn't even know current company standards” and began looking for a way to manage managers (Schotter, 2006, p. 5). ING Insurance Asia/Pacific's organizational structure was mechanistic and fairly well structured, but for a company that had recently been involved in a major acquisition and was divided into 12 geographically dispersed markets there was a great need to change this structure to unify society (Schotter, 2006). If I were in Kemp's position as CEO, I would have made changes to the organizational chain of command, formalized business processes, and used technology to drive collaboration across the region to help this company overcome organizational design challenges.ING Insurance Asia/ Pacific's ( ING A/P) 2003 organizational design structure can be classified as moderately mechanistic with a functional design of the regional office and a divisional structural design of its business units. ING A/P has been organized into country business units with a regional office in Hong Kong ...... middle of paper ......-can-make-tremendous-difference-2/Kinicki, A., & Kreitner, R. (2006). Organizational behavior (2nd ed., pp. 48-49). New York, NY: McGraw-Hill/Irwin.Kotter 8-Step Model of Change. (2008). BSM impact. Retrieved April 6, 2011, from http://www.bsmimpact.co.uk/downloads/wp/KotterChangeModel.pdfNaughtin, P. (n.d.). [Review of the book Leading Change, by JP Kotter]. Metrics are important. Retrieved April 6, 2011, from http://www.metricationmatters.com/docs/LeadingChangeKotter.pdfRobbins, S. P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Prentice Hall. Schotter, A. (2006). ING Insurance Asia/Pacific. Ontario, Canada: Ivey Publishing. Simmering, M. J. (2011). Reactive and proactive change. Reference for businesses. Retrieved April 6, 2011, from http://www.referenceforbusiness.com/management/Pr-Sa/Reactive- vs-Proactive-Change.html