The particular design challenge I would like to focus on is (corporate) organization design per a specific and new strategy (e.g. launch of a new subsidiary, new product line/Business unit, M&A), with a particular attention on people side of the change management (individual change management).

A systematic approach to organizational change management is beneficial when change requires people throughout an organization to learn new behaviors and skills.
By formally setting vision/expectations, employing concrete tools to improve communication and proactively seeking ways to reduce misinformation, stakeholders are more likely to buy into a change initially and remain committed to the change throughout any discomfort associated with it.

Yet, it is to bear in mind that a specific framework might be needed for each kind of system to compute or predict its behavior. The more complex the system the more we depend on empiric findings to establish a specific framework/model. Any prediction can only be an approximation. No framework for organizational change can be universally applicable to more than a limited set of change processes.

Besides, the majority of the models are presented as a linear model (step by step), which assumes predictability and manageability of change processes. This does not relate to the complexity theory (organization/structure is complex & adaptive and can be self-organizing) used for strategic management & organizational studies. Furthermore, the models are often proposed for a top-down change (i.e. decisions made at top management level of the company), therefore often need some tweaks for bottom-up change proposals.
Last but not least, the individual needs and behaviors face to change and its interaction (as shown below) with the team or organization-level change shall be taken into account while using any framework.