I’m a fan of regular Organisational alignment reviews. What do I mean by this. As an Organisation grows and evolves the needs of the Organisation change. The design of the Organisation should also adapt to reflect this. It is best practice HR to check in regularly and conduct Organisational realignment reviews. The reviews themselves should be focussed primarily on Organisation Development & Structure. Reporting lines, role clarity, spans of control, flat or layered Organisational levels, centralised versus decentralised decision-making, teams versus individual contributor models, multi-skilled or expert skill accumulation, etc. will need to be critiqued (and perhaps modified) as part of each review. The goal is to ensure an ongoing fit for purpose Organisational Design. Another key focus of these reviews must be Talent Development, always aiming to allow strong talent the runway it needs to fully display its potential as the Organisation moves through its lifecycle. I recommend undertaking these strategic reviews at 2 yearly intervals. Done correctly they will generate change and required actions. Such actions will ensure continual strong alignment to business goals and will help avoid Organisational inefficiencies creeping in. Done methodically and consistently the changes themselves are likely to only require Organisational fine tuning.