HR Unfiltered - brought to you by SOPEOPLE E11-Not another f***ing restructure!?
Feb 9, 2026
They dig into why restructures have become the reflexive fix and why that creates anxiety and disengagement. They explore leaders’ urge to redraw org charts before defining outcomes and the danger of over-engineered roles. They highlight treating change as a process, testing small experiments, and equipping managers to repair trust and signal what truly matters.
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Structure Is Not Strategy
- Restructures are often a visible, tangible reaction to pressure rather than the real solution.
- Dean and Sue argue leaders default to org charts because they’re legible and feel like action while deeper issues (ways of working, role clarity) are ignored.
Clarify The Problem Before Restructuring
- Clarify the problem before redrawing boxes and list all non-structural options first.
- Ask what outcomes are needed in the next 6–12 months and which investments or role changes actually deliver them.
Manage Change As A Process
- Treat change as a process not a one-off event and build feedback loops before, during, and after.
- Avoid big-bang announcements with scripts; allow time for people to grieve and recalibrate and use surveys and feedback to adjust.
