Question: What does a company aim for by reorganizing its useless organizational charts to be more useful? Each of their brands have separate managers, and this

What does a company aim for by reorganizing its useless organizational charts to be more useful? Each of their brands have separate managers, and this creates unnecessary competition between the company's own brands. That's why they designate managers as regions, not brands. What can be said about this organizational change? How can this change be interpreted according to McKinsey's 7S model?

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