Kingsway restaurant is a fast food restaurant with five outlets across America. Most of the restaurant’s outlets are majorly operated through franchises or affiliates and collectively, they accommodate approximately 200 employees or more. The restaurant primarily sells hamburgers, cheeseburgers, chicken produce, and a number of other common fast food American delicacies. Of late, the company has been experiencing a number of challenges with regards to its ability to sustain high profit levels, as it did in the past decade or so. This has been occasioned by a change in management. Most of the functional areas identified as missing links to the organization’s capability of sustaining high performance can be evidenced from its organizational design (Mind Tools Ltd., 2011). The missing links entail important functional areas, such as a clear definition of the organization’s strategic goals; a lack of internal alignment to organizational goals; ineffective links to customers and a lack of external fit. These are some of the weak areas noted in the overall organizational design of the company. In demystifying these problematic areas, this study will comprehensively outline how the organization fails in ensuring the functional areas are well defined to improve organizational efficiency. Lack of Goal Clarity A change of management at Kingsway restaurants has significantly brought a lot of ambiguities in the strategic growth path of the organization. In other words, the organization has been very inconsistent in the manner it addresses its core strategies. Currently, management is insisting on customer satisfaction as its core strategic goal, but five months back, the same management had been insisting on strategic positioning (with regards to competitive forces) as the primary strategic goal of the organization. The second strategy was meant to engage a number of strategies to position the company above its competitors and become the best fast-food restaurant in its regions of operation. This lack of clear definition of strategic goals have confused a number of employees on the primary strategic goal of the organization, because many do not know whether the strategic goal of the company is to be the best fast food restaurant among its peers, or to provide the best customer service in the region. Lack of Internal Alignment Kingsway restaurant has in the recent past grappled with the problem of internal alignment because the design of the organization has been inconsistent with the organizational structure. This has especially been noted with regards to the knowledge management process of the organization (in other words, the knowledge management approach for the company is in total disharmony with the organizational culture). This can be evidenced from the fact that the organization has a predefined strategic orientation of customer emphasis and information focus, but the organizational culture is basically centered on management orientation. In this regard, employees virtually have no say in the organizational decision-making process, except to follow managerial instructions. This problem shifts focus from customers to management, and according to Simons (2005, p. 2), it is bound to cause organizational inefficiency and increase the orga