A new strategy gets announced, and within weeks someone is redrawing the org chart.

That reflex creates more execution problems than it solves.

The disruption that follows consumes the same attention and time you need to deliver results.

Changing structure changes how work flows through the company, whether you intend it to or not. People have to relearn who to go to, where decisions sit, and how things actually get done. During that adjustment period, execution almost always takes a hit.

Every time you draw an org chart, you're picking sides in battles that haven't started yet.

That's just human wiring. Social identity theory shows people quickly form in-groups and out-groups, even on trivial distinctions. Any structure you choose will naturally create "us vs. them" dynamics.

Without intentional design, you get the classic blame cycles: Sales says Marketing sends bad leads, Marketing says Sales doesn't follow up, and Engineering blames both teams for changing requirements mid-sprint.

But you can architect your organization so those tribal instincts work for you instead of against you. Here's how:

There’s a mismatch in many organizations that leads to frustration, inefficiency, and that nagging “why can’t we get anything done around here?” feeling.

It’s the disconnect between Authority and Accountability.