A new study reveals that organizational redesigns typically fail not because of flawed design but due to inadequate implementation planning and execution.
HR research firm McLean & Company published findings Wednesday showing that businesses consistently underestimate the investment, coordination and leadership alignment needed to successfully implement organizational changes.
The Toronto-based firm’s research identifies common barriers that derail redesign efforts, including poorly defined roles that create confusion, inconsistent communication that builds resistance, weak leadership alignment and insufficient post-implementation support that allows teams to revert to previous practices.
Implementation treated as afterthought
Despite the growing frequency of organizational restructuring, many companies treat implementation as an operational detail rather than a strategic priority, according to the study.
“Designing the future of the organization is only half the equation,” said Michelle Leedy, senior executive advisor at McLean & Company. “If there’s no clear path to implementation – or if employees are left in the dark about what’s changing and why – the risk of failure grows exponentially. Execution is the moment of truth.”
The research comes as organizational design has become a top priority for business leaders trying to maintain agility amid rapid market changes and economic uncertainty.
Five-step implementation framework
McLean & Company’s study outlines a structured five-step process for successful organizational design implementation, starting with preparation and change readiness assessments, followed by clearly defined roadmaps with timelines and ownership assignments.
The framework includes structured change action plans to address resistance, support systems for leaders and employees during transitions, and ongoing optimization to sustain new organizational structures.
Supporting data from the firm’s 2025 HR Trends Survey shows that HR teams skilled at managing change and uncertainty report 59 per cent higher workforce productivity and are 52 per cent more likely to achieve strong organizational performance and revenue growth.
Growing focus on risk management
The study found that 85 per cent of HR leaders surveyed increased their focus on risk mitigation and business continuity planning over the past year, reflecting recognition that external environments are becoming more volatile.
“Whether the catalyst is new leadership, emerging technologies, or economic pressure, transformation isn’t slowing down – it’s accelerating,” said Amani Gharib, director of HR Research & Advisory Services at McLean & Company. “But speed without structure is risky. What our research makes clear is that organizations must treat implementation as a core strategic function, not an operational footnote.”
Tools and support resources
The research firm has developed practical implementation tools including organizational design workbooks, change action plan templates, FAQ resources and communication guides to help HR teams manage each phase of redesign efforts.
McLean & Company offers various support levels from self-service toolkits to on-site advisory services, recognizing that different organizations require different levels of guidance during major structural changes.
The study represents the second phase of McLean & Company’s organizational design research series, focusing specifically on the execution challenges that often receive insufficient attention during planning phases.
