A new function can exist on the organizational chart without becoming part of how the organization actually operates. Organizations often respond to significant change by creating something new. A transformation office. A strategic workforce planning function. An integration team. A centre of excellence. A new role responsible for organizational effectiveness, digital transformation, or enterprise change. The logic is understandable. If something matters, give someone respons

Organizations often respond to disappointing performance with development. More coaching. More training. Better time management. Stronger prioritization. Greater accountability. Sometimes those are exactly the right interventions. But they depend upon an important assumption: that the constraint sits with the individual. A recent experience with a newly promoted management group made me question how often organizations test that assumption before acting on it. The Situation T