In its verb form structure is very much about creating an arrangement or organization of interrelated elements.  The structure forms the underlying foundation.

Unstructured activities are more on the innovative or creative side but have a greater risk of failure. When a structure is in place progress is planned, governed and results are far more likely to be both consistent and sustainable.

Governance

Rules, regulations, policies and processes are all structural components of any organization.  Without these in place to some degree, governance is not possible.

Governance practices are guided by the level of structure. The greater the flexibilty or lack of structure the harder it is to control the outcomes.

For example, if the plan is to complete an objective within six months or a year, versus a clearly defined exact six months, it is hard to measure,track and be confident the objective will be achieved as schedule. (It is hard to govern the result)

With the lack of structure the outcomes become a bit of a moving target.  Of course the flexibility increases the chance of being able to claim a successfull achievement.

Structured Process

How an activity or task is completed, the way the goal is attained can  be well defined or loosley structured.  If, for example, the structure requires documentation and validation the likelihood of producing consistent outcomes is enhanced.

To Structure or Not to Structure?

Sounds like structure has value, on the other hand the greater  effort, time and reduction in creativity can belie the positive benefits.

Like most practices a concious carefully balanced approach to the amount of structure exercised is ultimately the best approach.  One option, very structured or very unstructured and every thing in between, is rarely optimal.

Consider the desired results, pro’s and con’s and customize your structure to best feet the environmental requirements.