An organization implements a solution to increase the efficiency of its internal processes. The business analyst (BA) felt that the success of the solution is tied to the organizational structure and

Reporting needs describe what information different roles and levels require to carry out their responsibilities and make decisions. Although the BA confirmed the solution matched the organizational hierarchy, failing to assess what data stakeholders actually needed to access, track, and communicate meant the delivered features did not serve real work requirements, directly explaining both low adoption and underutilized functionality.

Manager ratios describe the span of control within the hierarchy and have no direct bearing on whether individual stakeholders will adopt or utilize specific solution features.

Informal relationships describe influence and social networks outside the formal structure; while relevant to change management, they do not explain why specific features went unused, which points to unmet functional needs rather than a network-driven adoption problem.

Structural complexity relates to the intricacy or layering of the org chart, which the BA already addressed by confirming the solution conformed to the organizational hierarchy.