Organization Renovation

A new CEO steps in with a bold plan: more agility, more innovation, more responsiveness to the market.

Twelve months later, almost nothing has changed.

Not because employees resisted. Because the systems didn’t change.

• Approvals still require five signatures.

• Success is still defined by departmental efficiency.

• Performance reviews still reward predictability, not experimentation.

The culture didn’t resist. The systems did.

Systems shape behavior, not slogans.

Most companies talk a good game about values and vision. But what actually shapes daily behavior is systems:

• Who gets to make decisions (and how long it takes)

• What gets measured—and rewarded

• How information flows (or doesn’t)

• How teams are structured

These forces are often invisible. But they have more power than any mission statement.

Redesigning systems changes what’s possible.

• If you want cross-functional collaboration, don’t incentivize departments to hoard resources

• If you want innovation, don't punish risk-taking

• If you want agility, push decisions down the chain of command

But naming the outcome doesn’t make it happen.

To get there, you need to examine the barriers that have evolved in your organization and change how the organization actually works. In some cases, a small tweak will do. In others, you may need to reorganize a structure or make a capital investment. Most often, you’ll need insight from someone who isn’t invested in the status quo.

I help leaders spot the systemic frictions that stall progress, and work with them to design practical changes that shift behavior at scale.

Not by adding complexity. By removing the friction you’ve been feeling but couldn’t define.

Because strategy only works when the system supports it.

Let’s find the underlying causes of the friction, change the culture and enable the strategy.