Most reorganizations leave executives disappointed. The new structure looks sensible on paper, and reporting lines are cleaner. Yet a year later, decisions move no faster than before, the same frustrations have resurfaced under different names, and leadership is already discussing the next round of changes.
That cycle is increasingly common because Operating Model Redesign (OMR) itself has become common. About two-thirds of executives report going through a redesign in the past 2 years, and rough
