In time, overlaps develop, and two groups compete to deliver the same function. As a result, reinvention is common and productivity is diminished. Also, overlaps lead to territorial friction and confusion in the product line. As a result, new technologies, techniques, and services may not be researched and supported. Since there is no guarantee that the organization's product line will remain comprehensive, opportunities may be lost.
Structure tells people what they are supposed to be good at.
If the Consultancy is substructured by anything other than clients, specialization in the clients' business is reduced. Since each Consultant must cover all of the clients, the Consultants don't have as much time as they'd like with each account. Furthermore, confusion is likely. Clients have assigned to them more than one primary liaison, and have to call one person under certain conditions and another under others. On the other hand, if Technologists are substructured by client, specialization in technologies is reduced.