Your org chart describes reporting. It doesn't describe the work.

Map any recurring decision in a mid-sized business — a pricing exception, an escalated client issue, a hiring approval — and you will find a path that crosses the org chart sideways several times. That path is the real structure.

This matters because reorganizations are usually performed on the chart while the decision paths stay exactly where they were. Six months later the same bottlenecks are producing the same delays under new titles.

Start with the decisions. List the ten that most affect throughput, trace who actually touches each one, and measure the elapsed time. The bottleneck is almost never a department. It is one or two people whose sign-off has quietly become load-bearing for work far outside their remit.