Bill Canady says most reorganizations are just seating charts without strategy. Before moving boxes around, ask each one: what part of the strategy does this serve? If it can't answer, collapse it, merge it, or remove it.
Which is the only usable test you have to end a strategy. Reorganize before you have one, and you're not designing anything. You're probably just cutting costs. You're moving names. The reorg without a strategy is a seating chart. So here's the sequence. You walk into a meeting 3 carrying the goal from meeting 1 and the strategy from meeting 2. Then you take every box on the org chart, every one, and you ask it, A single question. What part of the strategy does this box serve? Not, is this person a good person? Not, are they busy? Everyone's busy. We're all busy. What part of the strategy does it serve? Boxes that can't be answered get collapsed, merged, or removed. Boxes that answer the same way as another box, 2 people serving the same part of the strategy, get resolved because unclear ownership is how work goes to die. You gotta know who owns this thing.
