True organizational performance depends on alignment between strategy, structure, processes, rewards, and people; partial redesigns without systemic coherence inevitably create friction and inefficiency.
Many OD efforts overlook who actually owns decisions, leading to ambiguity, escalation overload, and hidden power structures that undermine formal design.
Structures change, but reward systems often do not — resulting in behaviors that contradict the intended transformation.
Organizational models are frequently imported from other companies or industries without adequate consideration of regulatory constraints, cultural maturity, legacy systems, or market realities.