How to Actually Make Changes Stick in a Re-Org

One thing I’m seeing right now is a lot of focus on where things moved. Who reports where. What team sits under what org. What changed on paper. But the reality is, most of us are still working with the same people, often in very similar ways, at least to start.

It reminds me of hiring a professional organizer for your kitchen. Everything gets moved to a more logical place, but your muscle memory hasn’t caught up yet. You still reach for the same drawer, even though it’s no longer there.

That’s what a re-org feels like.

And it’s why making workflow changes during this time requires more than just good ideas. It requires alignment up and down the org.

At this point, most teams know what they want to fix. The harder part is getting those changes adopted in a way that actually sticks. Because there is a right and wrong way to do it.

The wrong way is going it alone. Redesigning a process in isolation, rolling it out without context or expecting people to just adopt it. That usually creates confusion, resistance or quiet workarounds.

The right way starts with understanding the bigger picture. Executives are often operating from a different altitude. They may not see every friction point, but they do know what outcomes they’re being held accountable for. Speed. Efficiency. Output. Cost.

If you want support, connect your changes to those outcomes. Instead of saying “we want to change intake,” say “this will reduce rework and help us move faster with fewer revisions.” Make it clear how your approach helps deliver what leadership already cares about.

Then align early across teams. If a change impacts other groups, bring them in before decisions are made. Not for endless consensus, but for awareness and input. People support what they help shape.

Communicate clearly down the org as well. Don’t just introduce a new process. Explain what’s changing, why it’s changing and what it means for how people do their day-to-day work. This is where a lot of good ideas fall apart.

Set expectations and boundaries. Be explicit about what is different now and what is no longer happening. Ambiguity is where workflows break.

Give people a way to learn the new approach. A quick walkthrough, a simple guide or a real example goes a long way. Don’t assume it’s obvious.

And build in a feedback loop. Let people react, ask questions and point out what’s not working. Then adjust. That’s how changes actually stick.

Re-orgs already create enough uncertainty. Good ops leaders don’t add to that. They connect the dots between leadership expectations and team reality, and introduce change in a way that feels clear, intentional and collaborative.

Because the goal isn’t just to improve the workflow. It’s to bring people along with it and get results.