Multi-channel integration requires a new organizational model: one that adapts people, processes and technology to meet this coordinated approach to channel management. Redefining the organization, and processes and technology that support it, to meet the multi-channel challenge, requires strong support of the CEO and his or her management team. They need a clear vision of how channel integration will generate business value for the organization and where the main changes need to be in the organization. Decisions will need to be taken on the size of team and skills to ensure the necessary resources and flexibility. Employees must have the right skills to understand increasingly sophisticated customers, analyse customer preferences, and create value from these customer relationships, while organizations must train their employees to develop the right skills. Organizational processes must be redefined to overcome organizational barriers, reduce operational costs, increase efficiency and improve the cross-channel customer's experience.

Organizational structures can be a barrier to multi-channel integration when a company is product or function-focused rather than customer-focused, so organizations need to consider whether to establish a separate company to exploit a new channel. This may be suitable where a single-channel strategy is appropriate to one or more customer segments, but a hybrid organizational strategy might be appropriate to meet the different channel needs of the company's target customer groups.