Performance in teams and businesses more widely doesn’t just happen by accident. There are literally dozens of underlying influences and factors that are invisible to the naked eye. One of those influences is Organisational Design (OD) – or how activity is categorised and distributed between different groups and roles. Typically it’s Board Members and other Senior Managers who get to sign off on OD choices supported by experts and advisers from the business or elsewhere. The impact of this people and activity ‘jigsaw puzzle’ on performance and culture is massive. The performance of senior managers to execute OD work is falling short in many cases with disastrous effects.