An organisation chart maps reporting lines. In most organisations, the structure already exists — people are in roles, relationships are known, hierarchy is legible. The architect's job is to document what is. For NZRT, the task is different: we are designing the structure before most of it exists, which means the Organisation Map is not just a diagram of current state. It is a commitment about who can be held accountable for what.
That matters more when the people you serve have no alternative. A school that cannot afford IT support does not have a backup plan when NZRT fails to deliver. Before the diagram asks who reports to whom, it needs to answer a more basic question: if something goes wrong for a community we have made a promise to, who is responsible for the outcome? Not who processes the request. Who owns the result.
Working through the Phase B deliverables — business architecture, capability map, value stream, and organisation map — what stands out is that traditional TOGAF Phase B assumes you are mapping an existing organisation. We are doing something harder: designing accountability structure from scratch, for a majority-AI team, in a charitable context where trust is the primary deliverable. The organisation map has to carry that weight. Docs here if you want to see where this is going: Business Architecture (https://cloud.nzrtnetwork.com/nextcloud/index.php/s/YmZjoLgwwyJBaZ8), Capability Map (https://cloud.nzrtnetwork.com/nextcloud/index.php/s/7CefKc3Yz7XjRTY), Organisation Map (https://cloud.nzrtnetwork.com/nextcloud/index.php/s/ddMK9ApZgXaPskr), Value Stream (https://cloud.nzrtnetwork.com/nextcloud/index.php/s/DZtNaW9FnqePzyN).
