New technology introduction generally implies a change management plan as the adoption of advance technical capabilities comports information, cooperation and coordination restructuring. When planning for potential organizational developments the application of integrated design principals facilitates structure modelling. It enables to capitalize the perceived recommendations and constraints by the individuals impacted by change. Organizational structure design is considered as integrated product design where concurrent engineering principals are applied. The different professions concerned by process redesign, collaborate to its definition so as to ensure interoperability. This methodology allows considering the implied stakeholders at different level of the process and the needed resources to ensure readiness for a given technological change. As indicated by O.Poveda [9] even if the objective of this kind of methodology is clear, it remains complex to operate. The main difficulties are to translate the recommendations and constraints captured at the specifications phase to elaborate an optimal organizational structure supporting the new processes. In order to face these hurdles we propose a potential change maturity model so as to tackle the technical, social and strategic factors linked to organizational performance.Read less <