What the research presents
INSEAD researchers followed a professional services firm's transformation for four years, using nearly 760 hours of observation and more than 300 interviews. The article examines how leaders' anxiety can drive changes that divert attention from real issues. It is a case study, not a rule about all restructuring.
Original reading: The Perils of Defensive Organising →INSEAD Knowledge · Declan Fitzsimons, Gianpiero Petriglieri e Jennifer Petriglieri · 05/10/2026My perspective
A rush to change can create a feeling of action without improving daily work. A new system, title, or meeting requires adjustment, while the original difficulty remains.
I would first ask for a specific description. Is the customer waiting too long? Is every decision stuck with one person? Is information lost between service and delivery? Each calls for a different response.
Leadership behavior also matters. If every decision still requires permission, a new organizational chart will not create autonomy by itself. The agreement has to show up in how leaders act every day.
Does this change address an observed problem or just relieve the urge to act?
Bring it to your business
- Describe the problem with a recent, verifiable example.
- Choose one small change and define the improvement you expect.
- Set a review date before launching another reorganization.
Independent summary and analysis by Isadora Raymond. The original source and practical commentary are identified separately.