Restructuring is visible, decisive and satisfying to announce. It is also the most common response to performance problems that a new organogram cannot fix.
A diagnostic separates four distinct issues: strategy that is unclear, processes that are broken, information that does not reach decision-makers, and accountability that is unassigned. Each has a different remedy, and only one of them is structural.
Evidence gathering should be plain — document review, interviews across levels, observation of how work actually flows, and a look at what the institution measures. The gap between the written procedure and the practised one is usually where the answer sits.
Sequencing then matters. Fix the process and the information flow before moving people. Restructuring on top of unresolved process problems reproduces the same failures under new titles.
Where structural change is genuinely required, it should be introduced with defined roles, decision rights and a transition period — and reviewed against agreed indicators rather than impressions.