For many executives, the concept of organization design is an oxymoron. They are so consumed by working in the organization that they lack the patience to work on the organization. They don’t do the intricate, complex work of configuring their organization to execute strategy. Instead, they shift boxes on an organization chart, bolt on more resources that were lobbied for by a zealous executive, or cut costs across the board. They focus on communicating messages more inclusively or reassigning stronger leaders to troubled departments.
