Corporate Organism
I would not recommend the same org chart to two different companies even if they had the same number of employees. The organization of a company should grow organically based on a number of unique conditions to each company, such as the industry best practices, company culture and temperament, number of clients, client schedules and product life cycles. Companies need to recognize that they also go through growing pains, how you manage a company with 10 employees is different when the company grows to 20 and much more when it grows to 100. In a company of 10, you can just walk over to the cube next over and resolve a design issue. In a company of 100, you will have to create a project schedule, email participants, schedule conference room, schedule meeting, reschedule meeting, debate architectural constraints before you can resolve the same sort of issue. The amount of communication required grows exponentially to the number of participants involved.
Another key element in the team dynamics of any organization is the leadership style. A team managed by a micro-manager will evidently require more management, metrics, and external motivation such a money and perks. Teams that are made to feel as active participant will take more ownership in the project which gives them an incentive to make thoughtful decisions.
This is a key reason why I don’t believe in cookie cutter business plans. You can copy a product feature by feature, but it is that much more difficult to replicate the staff commitment, work environment, and team dynamics.