Often, meeting organizational gaps may not require a workforce increase. Sometimes, these issues can be solved by creating new opportunities and thinking outside of the box. Discuss with the interviewer a time when you met the needs of a company, addressing a specific gap. The example you give of organizational gaps can include skills, profit, or performance gaps. In the end, you need to prove your ability to diagnose a performance gap and take action to improve.

"My current company had a glaring skills gap when I first started around five years ago. Some critical roles had been reduced from two employees down to one to save on workforce expenses. However, there was never an offer of additional training to the remaining person in the role. I identified this gap through employee skills testing and benchmarking. With those results, I created a plan for employee development and training. Eight months later, I performed another company-wide employee skills test and found that we performed over the previous benchmark. The project was a success, and I was able to fill those skill gaps with minimal expense and zero new hires."