The Working Library
Most engineering organizations have a small number of teams that are widely regarded as elite. They deliver faster without cutting corners. They recover quickly when things go wrong. They earn trust from the business. But those teams are rarely reproducible.
The logic behind a large-scale reorganization is rarely the problem. Reduce structural overhead. Align teams to value streams. Clarify accountability. Create the conditions for better delivery. The logic is usually right. The follow-through is where things break down.
The instinct during an organizational transformation is to measure what you already know how to measure. The problem is that those signals were not designed to be read together, and during a reorg, it is the relationship between them that matters.