Reorgs Don’t Transform Teams, Leaders Do.
I’ve seen it all too often. When a team struggles, it’s tempting to believe a new org chart will fix everything. But too often, this instinct creates more confusion, disengagement, and turnover than it solves. Many think a new org chart or structure is the key to success, but the reality is a reorg is like rearranging furniture. It can make a room look better, but it won’t make it function differently unless you change how people live in it. True transformation comes not from structure alone, but from leadership behaviors, accountability, sustained support.
It makes sense that leaders lean on a reorganization when a change is needed. Leaders like control and measurability, and employees perceive visible changes as progress. It feels tangible and measurable. It’s easy to point to boxes on a slide as proof that change is happening – everyone can see a clear before and after. And while it’s true that a reorganization can optimize workflows, scale teams, and improve efficiencies if not done correctly, they do nothing more than provide the illusion of control and simplify an often complex and multi-pronged issue.
Structure alone won’t fix underperformance or silos. It can provide the blueprint for improved collaboration and productivity but without expectations, accountability, communication, support, and day-to-day clarity it’s nothing more than a beautifully created PowerPoint slide that someone dedicate more hours than they’d like to admit creating.
Here’s a real-life example where over-reliance on a reorg was detrimental: I was part of team that had grown exponentially in a relatively short time period and had reached a critical point in time where a restructure was the logical next step. The leader diligently created a structure that would drive continued growth and provide better alignment and support for the organization. The new structure was informally rolled out and team members were expected to adapt and engage quickly and seamlessly. But what actually happened was the team went into panic mode. Emotions ran high, people worked in fear and operated out of frustration. Strong performers were suddenly left questioning where they belonged on the team and how they could and should add value, large initiatives fell behind schedule as a result of ownership assumptions, relationships with key internal stakeholders were negatively impacted, there was growing distrust and eventually, the team experienced large turnover rates.
The new structure was perfect in theory, it provided dedicated support and a clear path to scalability. But in practice, it failed to address behavior and enablement. What the team really needed in the months after the restructure was clear expectations around job responsibilities, processes and workflows and an opportunity to voice concerns in a safe and constructive manner.
Our role as a leader is to focus on the true drivers of successful transformation: cultural and behavioral change. It’s doing the unglamorous work behind the scenes, consistently, again and again and again. Its setting clear expectations, being visible, present, and consistent. It’s walking the walk. Leading with transparency, engaging in feedback loops, and continuous reminders of end goals. Empower teams to act in new ways, and the structure will support success, not create it.
Leading a successful transformation goes far beyond restructuring teams or reorganizing reporting lines. True transformation leaders show up every day to guide, support, and empower their people balancing visible “big changes” with the invisible but critical behaviors that drive lasting change.
Transformation leaders who are truly enabling transformation, rather than relying on structure alone:
Avoid over-relying on a reorganization and watch for the warning signs:
Focus on structure not behaviors. Little attention on processes, collaboration, or decision-making changes the team actually needs. Discuss org charts, reporting lines, and team alignment but rarely address how people should work differently day-to-day.
Equate change with visibility. Prioritization of “big moves” that are easy to measure (think titles, spans of control) over the invisible but critical aspects of transformation such as culture, mindset, and accountability.
Limited communication beyond announcements. Little effort is made to explain why the changes matter or how success will be measured. Expecting the team to adapt without ongoing coaching, clarification, or dialogue.
No plan for enabling teams. Assuming people will figure out new responsibilities, processes or workflows on their own.
Neglecting accountability and follow-through. Performance issues persist because there is no mechanism to hold people accountable or provide feedback. The real work of embedding change never happens.
Take tangible steps to support your team during transformation
Clarify day-to-day responsibilities
Set and reinforce expectations
Provide consistent support and feedback
Open to and act on feedback received
Transformation isn’t about new boxes on an org chart. It’s about showing up every day to guide, support, and empower your people. When leaders embed consistent behaviors, clear expectations, and accountability into the culture, teams don’t just adapt – they thrive. Lead the change you want to see and watch your organization grow in ways a reorg alone could never achieve.