Although it's probably true that there's no perfect IT organizational structure, there are one or two basic organizational structures that provide the simplest chance of achieving efficiency and effectiveness. Yet, more often than not, we discover IT organizations with illogical reporting lines and departmental structures that can't be justified, “organizational anomalies.”
The reasons why these anomalies occur usually involve something along the lines of “it has always been found out like this” or “that’s just the way it’s.” This is perhaps true because organizational structures tend to possess inertia. A CIO must constantly assess and review their organizational structure to ascertain if it is often improved. Avoid change for change’s sake (employees tend to understand some organizational stability), but don’t be scared of confronting anomalies head-on, and lobbying for a re-org when needed.
Many CIOs (rightly) spend a substantial part of their time on recruitment, building the team, but they fail to spend time creating the simplest possible IT structure to support their business. They hire highly talented and capable people then put them into an organizational structure that perhaps doesn't guarantee they're going to fail, but makes consistent success unlikely. you would like both elements to succeed: talented people working in an optimized organizational structure.
In the world of sport, you'll sometimes build a whole team around one superstar individual, but in an IT organization, that's not a viable option. Optimal IT organizational structures aren't tailored to suit individuals. The target is to define the clearest, absolute best organizational structure, then assign individuals to the structure.
There should be no ambiguity during this structure. Lines of responsibility, accountability, and authority should be clear to both staff and management. If the solution to “Who is responsible?” is several individuals, then a reorganising is required.
A well-functioning organization also must follow and mirror the company culture. If the company culture allows regional freedom with few corporate standards imposed, then a centralized IT organizational structure that attempts to function with global standards will cause conflicts.