Don’t try to change the culture!

Transformation is Not About People — It Is About Structure
Change the Structure, and People and Culture Will Follow

In the world of organizational change and agile transformation, a pervasive myth often leads companies astray: the belief that transformation is primarily about changing people. Workshops, trainings, role-based development programs, and leadership seminars flood calendars with the hope of shifting mindsets and behaviors. But without addressing the underlying structure of the organization, all these efforts become mere window dressing — superficial fixes that fail to generate lasting change.

Why Structure Is the Root of Transformation

Structure defines the boundaries, rules, processes, and power dynamics that shape how work gets done. It governs reporting lines, decision-making rights, communication flows, and incentive systems. People operate within these frameworks. Expecting different outcomes without changing these foundational elements is like expecting a soccer team to suddenly win more games while still playing by the same old rules and formations.

You cannot expect people to play differently with the same rules.

When the organizational structure remains rigid and misaligned with the desired new ways of working, individuals naturally default to familiar behaviors. Training sessions might ignite short bursts of enthusiasm or knowledge acquisition, but without structural enablers, old habits re-emerge. Culture, often seen as the most elusive aspect to change, is actually a direct reflection of structure. The values and behaviors that thrive are those rewarded and reinforced by the structural system.

The Illusion of People-Centric Change

The widespread emphasis on “changing the people” is often fueled by a misunderstanding of what drives organizational dynamics. People are the actors on the stage, but the stage itself — the structure — scripts their roles, limitations, and freedoms.

Consider this: how many times have you seen organizations invest heavily in leadership development programs, only to watch leaders revert to command-and-control styles once back in their roles? Or teams trained in agile practices that revert to waterfall mindsets due to rigid approval hierarchies and incentive systems?

This is not a failure of individuals but a failure of the system.

Changing Structure to Enable True Transformation

So, what does it mean to change structure?

• Redesigning decision rights: Shifting authority closer to where the work happens to enable faster, more contextual decisions.

• Reconfiguring team boundaries: Creating cross-functional, autonomous teams aligned around value streams rather than functional silos.

• Aligning incentives and rewards: Recognizing and rewarding behaviors that support the new ways of working rather than old status quo.

• Modifying communication flows: Breaking down bottlenecks and enabling open, transparent information sharing across boundaries.

• Embedding continuous feedback loops: Building structural mechanisms for learning, adaptation, and systemic problem-solving.

Only by embedding these changes in the structural fabric can people feel empowered and motivated to genuinely change their behavior, collaboration patterns, and mindset.

Culture Follows Structure — Not the Other Way Around

Culture is often described as “how we do things around here.” But what shapes “how” is the structure. Change the underlying rules and roles, and the culture naturally evolves. Leaders who focus solely on culture change without addressing structural barriers risk spending energy on symptoms rather than root causes.

Final Thoughts

Transformation is a system-level endeavor. It requires courage to redesign how power, work, and communication flow. It demands patience to align all structural elements towards the new vision. And it calls for relentless discipline to sustain these changes in the face of old habits and inertia.

Remember: You cannot expect different results by leaving the structure untouched and merely trying to change people.