What typically happens

When an organization undergoes significant change — a merger, a restructure, a shift in operating model — the response is usually thoughtful. The design is logical. The intent is sound.

But over time, the gap between design and reality widens.

Workloads increase. Decisions slow. The people meant to make it work quietly lose confidence in the model — and in themselves.

This is often where I come in. Sometimes earlier — before the gap has widened, when the complexity of the change itself is the problem.