An aphorism claims that “your organization is perfectly designed to give you today’s business results, so if you want to improve them, you should redesign your organization.” But this isn’t always true. Charlton Ogburn Jr. captured what happens in most cases: “We tend to meet any new situation by reorganizing; and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization.”12 In McKinsey’s most recent survey of executives, only 23 percent of them reported that the reorganization had met its objectives and improved performance.13 Forty-four percent said that the redesign had bogged down during implementation and was never finished. Another 23 percent of organizational redesigns are fully implemented but don’t meet their objectives. Get the full story at McKinsey & Co.