I explained some basic ideas about the formal representation of an organisation earlier in the section on system characteristics of organisations. I wrote there that an organisation is a complex, multi-level, constantly evolving entity. In the organisational model (because of its simplicity and tendency to simplify), systems thinking and formality are important for management to see through and thus eliminate redundancies and have the organisation be target-oriented, as Drucker notes. The nature of the relationship between organisational structure and strategy, and performance has been studied by many (Miles et al.,1978; Burke & Litwin, 1992; Cornelissen & Clarke, 2010; Noszkay, 2017), but a critical examination has been undertaken by Dalton and his research associates (Dalton et al., 1980). For almost 40 years, it has been stated that the results of the reviewed research are confusing in terms of whether there is a real relationship between these two factors. However, following organisational research (Lorsch, 1977; Galbraith, 1974, 2006; Weisbord, 2006; Hisrich & Peters, 1991), it can be stated that finding the organisational form and structure that fits the organisation’s purpose and strategy has an impact on subsequent performance. The organisational form and structure are a means of realising the idea for which the form and processes (modus operandi) of the organisation itself have been created. In linking, understanding and managing the abstract strategic level with the level of day-to-day activities, Kaplan and Norton’s theories of the Strategic Map and Balance Score Card (Kaplan & Norton, 1998, 2002) can be of great help. Modus operandi gives one side of the capabilities, the other side will come from modus vivendi part. Capabilities are collections of routines that enable an organisation to “perform a coordinated set of tasks, utilizing organisational resources, for the purpose of achieving a particular end result” (Helfat & Peteraf, 2003:999).