How You Design Your Organization

There’s an article in the most recent issue of the Harvard Business Review making the rounds arguing that organizations are doing too many transformations, too often, and that constant change is damaging. The authors point to change fatigue, shaken confidence from customers and investors, and leadership teams spending more time “doing transformation” than building products, serving customers, and creating value. They even recommend getting off what they call the “transformation treadmill,” and instead building a system that senses change early and makes steady adjustments.

No question, the diagnosis of change fatigue is real. If you’ve ever watched a company reorganize itself three times in two years, you know exactly what they mean. People stop believing anything is real. They wait it out. The organization learns helplessness. The best people leave. So yes, random change, change for optics, and change that is disconnected from a real business problem, that is destructive.

But here’s where I want to rebut the conclusion.

We are entering a period where the rate of change is not just high, it’s accelerating, and it’s being driven by artificial intelligence. And AI is not a productivity feature you bolt onto last year’s workflow. AI is a general-purpose capability that changes how work is performed, who performs it, what skills matter, and how decisions get made. Treating it like an “add-on” is the corporate equivalent of adding a turbocharger to a horse.

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