McLean & Company’s new research shows that organizational redesign often stumbles not in strategy, but in execution—and they’ve got a blueprint to fix it.
Organizational design is the corporate equivalent of drafting a beautiful blueprint and then forgetting to build the house. At least, that’s the takeaway from new insights by HR research and advisory firm McLean & Company, which has released Implement Organizational Design, the second phase of its organizational design research series. The key message? Implementation—not design—is where most transformation efforts unravel.
And that’s a big problem in 2025, as more companies reshape structures to cope with economic pressures, emerging tech, and constantly shifting business priorities.
“Designing the future of the organization is only half the equation,” says Michelle Leedy, senior executive advisor at McLean & Company. “Execution is the moment of truth.”
When Strategy Is Strong but Execution Stumbles
The firm’s research is blunt: companies continue to invest heavily in restructuring, but few treat implementation as the high-stakes discipline it is. The results are predictable—misaligned leadership, vague timelines, inconsistent communication, and employees who revert to old workflows the moment leadership’s attention moves on.
According to McLean & Company’s 2025 HR Trends Survey, HR teams that effectively manage organizational change are:
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59% more likely to report high workforce productivity
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52% more likely to report revenue growth and strong performance
Yet many redesigns still crash and burn—not because the org chart was wrong, but because the rollout was botched.
A Five-Step Blueprint to Get It Right
To address this, McLean & Company has introduced a five-step, evidence-based blueprint to help HR and business leaders execute design changes with precision and staying power. The blueprint focuses on structure, accountability, and sustainability:
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Preparation & Planning – Including change readiness and risk assessments.
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Implementation Roadmap – Clear milestones, owners, and timelines.
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Structured Change Action Plan – To address resistance and foster adoption.
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Support for Leaders & Employees – Throughout the execution phase.
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Sustainment Strategies – To reinforce and continuously improve the new structure.
The blueprint is loaded with practical resources: implementation workbooks, change action templates, FAQ guides, and communication toolkits—available in both DIY and consultant-supported formats.
Change Management Is Now Risk Management
In today’s volatile business environment, transformation has become less of a choice and more of a condition of survival. And with that shift, change management is rapidly merging with risk management.
McLean & Company reports that 85% of HR leaders have upped their focus on risk mitigation and business continuity over the past year. That’s not just about bracing for recessions or supply chain shocks—it’s about building change-ready organizations that don’t crumble mid-transition.
“Whether the catalyst is new leadership, emerging technologies, or economic pressure, transformation isn’t slowing down—it’s accelerating,” says Amani Gharib, director of HR Research & Advisory Services. “But speed without structure is risky.”
The Real Cost of Implementation Failure
Skipping structured implementation isn’t just inefficient—it’s expensive. Without clear ownership, timelines, and employee engagement, organizations waste time, lose productivity, and create a culture of change fatigue. Worse, they risk undermining credibility among the very teams expected to carry the new design forward.
In a business climate where agility is prized but missteps are costly, organizations can’t afford to treat implementation as an afterthought. McLean & Company’s research reframes it as a strategic function—one that demands the same rigor as the design itself.
Tools for Teams Who Need More Than a Plan
To support organizations at every stage of implementation, McLean & Company offers varying levels of support:
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Do-it-yourself toolkits for internal HR teams
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Advisory-guided implementations for more complex rollouts
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Executive counselor support for C-suite-level alignment and execution
It’s a resource that aims to bridge the wide—and widening—gap between strategy and execution in a time when the cost of getting it wrong is only going up.
For HR leaders facing pressure to adapt fast while delivering long-term value, the message is clear: design the future, but don’t forget to build it.
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