Reorganize teams regularly during rapid growth to optimize for emerging knowledge
During rapid growth, organizational structures become outdated quickly as you learn more about individual capabilities and team chemistry. Rather than viewing reorgs as failures of initial design, treat them as optimization opportunities. The key is that reorgs are based on emerging knowledge, not arbitrary change.
When to use
When your company is growing rapidly and you notice team compositions that made sense 6 months ago no longer reflect what you've learned about individual strengths
Don't do this
Treating organizational structure as fixed or viewing reorgs as signs of dysfunction rather than optimization
1 Founder Who Did This
Reorganized engineering teams every 6 months during rapid growth phases at Slack and Pinterest, treating reorgs as optimization for discovered strengths rather than punitive measures