This paper explores the concept of structures, systems, and culture. It then examines the concept of interface and it gets influenced by the cultural processes. Indian oragniztions are squarely caught with the individual-authority interface anchored in personalized relationships. To design structure, system and professional role interface, Indian Organizations have first to understand the cultural interface with structures, systems and relationships. It has then to deal with 1. Changes in structure and as such need for designing new coordinative system. 2. Increase in professionalism and as such new values and role taking. 3. Changes in the leadership and designing of corporate process and 4. Heterogeneity and as such processes of coherence and convergence emerging from shared values and perspectives In order to redefine and redesign task, organizational and role interfaces, organisation can do so by 1. Redefinition of emotive and cognitive maps of people, systems, structures and tasks, 2. Responsibility centres linked with corporate systems, 3. Belonging tied to career planning, 4. Finally acquiring an emotive map of systemic membership and 5. Finally, processes of system-individual regeneration and replenishment.