On the surface it looks like an org-chart problem. Boxes to redraw, titles to rename, a layer to add or remove. So that's where most companies start — and that's why most companies stay stuck.
The real issue rarely sits in the chart. It sits in the fact that leaders, managers and teams are no longer working from the same understanding of the business: who owns what, what good looks like, what the next twelve months actually require. Without that shared picture, every restructure just rearranges the same confusion.
Healthy growth comes from rebuilding that foundation first — clarity of ownership, decision rights, operating cadence — and only then shaping the structure around it. That's when hiring stops creating drag, and when leadership finally gets out of the operational weeds.