Two Organisations, One Company: Cracking the Corporate Code

Walk into any company, and someone will hand you the official org chart. It’s tidy, logical, and designed to give clarity. Roles, departments, reporting lines; it’s all there in black and white - or colour!But it’s not the full picture.

Every organisation has two versions of itself. One is the formal structure, the one HR and PowerPoint slides like to parade. The other? It’s the real organisation; the living, breathing ecosystem of influence, alliances, gatekeepers, and informal channels. And knowing how to read both is the difference between surviving and thriving in corporate life.

The Official Org Chart: Structure Without Substance

The formal organisation tells you who reports to whom. It can show where decisions should be made, where accountability should lie, and how communication should flow, but, it rarely reflects what actually happens.

What it doesn’t show you:

• Who people go to when they want to get something done fast

• Who blocks initiatives, even without formal veto power

• Where loyalty and trust really sit

• Who’s respected behind closed doors (and who’s merely tolerated)

The Real Org Chart: Mapping the Human Terrain

The real organisation is messier, but far more powerful. It’s shaped by relationships, history, personality, ambition, politics, and personal agendas. It’s the realm of whispered alliances, unspoken agreements, long-held grudges, and mutual favours. And so, in this real world:

• Influence doesn’t always follow hierarchy

• Power can be held by someone three layers down - because people trust them

• A “no” from the official boss might really be a “let me check with X”

• Change fails, not because the idea is wrong, but because the wrong people weren’t brought along early

Learning to Read the Room

The best leaders, especially those stepping into new roles, learn to map the unofficial structure quickly. They observe who really moves the needle. They listen more than they speak. They track patterns. They figure out:

• Who are the informal power brokers?

• Who’s the cultural glue?

• Who influences quietly but consistently?

• Who’s just playing the game for show?

This isn’t cynical. It’s just smart.

How to Navigate Both Worlds

If you’re serious about making a difference, here’s what you need to do:

1. Respect the formal structure, but don’t be blinded by it. Use it as your starting point, not your compass.

2. Observe how things really get done. Watch who people defer to in meetings, who gets looped into discussions, and who’s never ignored.

3. Build relationships intentionally. Not just with your boss, but with influencers, connectors, and even quiet resistors.

4. Don’t mistake title for power. Authority and influence aren’t the same thing. Some of the most powerful voices don’t sit at the top table.

5. Stay ethical but aware. Understanding the real organisation isn’t about manipulation, it’s about navigation. It lets you lead more effectively, avoid missteps, and align your efforts with reality.

Final Thought

Every organisation has two charts. One shows how the company is structured. The other shows how it really works.

Your career will often depend on your ability to read - and respect - both.