However, in case of firms that already have a history within the market, like Ogilvy & Mather, the evaluation of their organizational structure should be based on a series of additional criteria, like the response of the firm to any turbulence occurred in the local and the international market, its readiness to confront any challenge related to the customer needs and preferences and its profitability since its establishment (at an average level). In the above context, the evaluation of Ogilvy & Mather organizational structure should be based on the views of the literature (primarily); additional criteria (like the firm’s decisions on specific issues related with the daily corporate activities could be also taken into consideration). It would be very important – in any case – to highlight the particular aspects of the organizational culture that acted as potential barriers to the implementation of strategies and plans that could help towards the improvement of the corporate performance (referring mostly to the Worldwide Client Service and the Brand Stewardship vision).
In modern firms, the evaluation and analysis of organizational structure usually begin from the workplace, in terms of the distribution of roles and the performance of employees taking into account the market conditions, the needs of the customers and the level of support offered by the local government. On the other hand, it is clear that organizational structure (in all its aspects) had to be differentiated compared to the past in order to meet the needs of a modern market. towards this direction, it is suggested by Burke (1976) that within modern firms the following sectors have presented significant differentiation: ‘value shifts, expanded technology and theory, modifications in OD (organizational development) strategy, and a growing legitimization of OD (organizational development) as a field; it is argued that the development of OD has been adaptive rather than deliberate and planned’ (Burke, 1976, 22).