When execution slows down, the instinctive response is often to redraw the organisation chart. It is the most visible lever leadership has, and it feels decisive. It is also frequently the wrong lever, because the chart describes reporting lines, not who is actually allowed to decide what.
We regularly see teams reorganised twice in two years, with the same underlying complaint each time: decisions take too long, and too many people have to be consulted before anything moves. The structure changed. The decision rights underneath it — who can approve an exception, who can commit budget, who can say no to a request from another department — did not.
A structure redesign is only doing its job if it comes with an explicit answer to a harder question: which decisions is this new structure supposed to make faster, and who specifically now owns each one? Without that answer, the next reorganisation is already scheduled.