Restructuring usually starts with boxes and lines: who reports to whom. It should start with how the work flows.
The chart is not the organisation
Work crosses departments. A single approval might pass through four people in three teams before anything happens. Move the boxes without mapping that flow and the same delays come back under new names.
Map first, then move
- List the processes that matter most to your customers and your costs.
- Map each one from start to finish, including every hand-off and every form.
- Mark where work waits, where it is done twice, and where nobody owns it.
Only then decide on the structure. Quite often a smaller change, such as one new policy or one clear owner, solves what a full restructuring would have disrupted.
Structure should follow the work, not the other way round.
