The reorganization is complete. The structure is in place, job titles are assigned, and reporting lines are formalized. From the outside, it may look like the change is over.

But this is where the real work begins.

At this stage, teams are no longer navigating ambiguity about where they sit. Now, they are trying to figure out how to operate in a new system. This is the phase where leaders must move from concept to execution, turning design decisions into daily reality.

The reality: The structure is set, but the work is just beginning

You now have clarity on roles and reporting, but that does not mean people know how to work together. Expectations are still being defined, cross-functional collaboration is still forming, and pressure to deliver results is growing. Your teams are worried about ensuring their own success as well as that of the organization.

The mistake many leaders make is to assume the structure will carry itself. But an operating model is only as effective as the behaviors it enables and the decisions it guides. This is where leadership matters most.

Four things great leaders do after the reorganization

1. Commit to making the model real This means going beyond knowing what the new structure looks like. You must understand why it was designed and how it is meant to function. Your ability to help your teams thrive in the new organization rests on being able to live the new model yourself. Consider these steps:
   • Revisit the intent behind the operating model. What problems was it built to solve?
   • Use that intent to guide how you set priorities, coordinate with peers, and shape decisions.
   • Treat the structure as a framework, not a finished product. It gives shape to the work, but it does not dictate how the work gets done. This is where you and your teams come in.
2. Adapt the “how” while staying anchored to the “why” Things will not unfold exactly as planned. That doesn’t mean the plan is wrong—it means reality is offering new input. Your adaptability as a leader to keep the focus while incorporating information as you go is key to your success—and your team’s. Now’s the time to:
   • Refine how work happens without losing sight of what you are trying to achieve.
   • Be disciplined in your purpose, flexible in your methods.
   • Keep it balanced. Resist both rigid adherence and constant reinvention.
3. Practice detachment and purposeful ownership You are not here to protect a system. You are here to make it work. It’s easy to get swept up in the emotions of a new environment. Now is the time to keep those emotions in check and focus on the end game: leading toward the vision for the new organization.
   • Stay focused on outcomes. Take ownership for how your team contributes to the bigger picture.
   • When something fails, do not personalize it. Use it as input. The best leaders treat operating models as living systems, not fixed mandates.
4. Make inclusion intentional and strategic Including others in shaping the work is not about being agreeable. It is about unlocking the full capability of the organization. People get behind new ways of working when they have helped to shape them. Your role is to make sure this happens effectively and with purpose:
   • Be specific about who you bring into decision-making and why. Inclusion must serve the work, not dilute it.
   • Avoid informal circles of influence that leave others confused or sidelined. This quickly erodes trust and engagement.
   • Done well, inclusion increases clarity, alignment, and speed. Ignored, it creates drag and disconnection.

Four common post-change pitfalls to avoid

Pitfall #1: Assuming that the operating model will work automatically. It’s never “build it and they will come.” Acknowledge up front that making it work is the real work.

Pitfall #2: Abandoning the design too early instead of learning through it. It’s tempting to revert to the old way when resistance appears. Treat resistance as information and stay the course.

Pitfall #3: Overcorrecting at the first sign of friction. Especially in harmony-seeking cultures, quick overreactions create more uncertainty and make it harder to move to the new vision.

Pitfall #4: Making inclusion broad and vague rather than targeted and purposeful. Trying to give everyone a voice in everything leaves no one feeling heard. Get the right voices on the right decisions at the right time.

Key takeaways

• The operating model is not the solution. It is the starting point.
• Leadership after the reorganization means interpreting and adapting the model in service of outcomes.
• Inclusion is a strategic behavior that drives performance when applied with intent and discipline.

Call to action: Post-reorganization

If you are leading after a transformation, ask yourself: “Am I helping this model function as intended, or am I assuming that structure equals success?”

If you want a downloadable version of this series, click here to get the whitepaper.

This is part of a 3-part series. Be sure to read the other two: Part 1: What great leaders do before the change and Part 2: What great leaders do during the change.