Leadership is no longer keeping pace with the business.

The business has grown into a different company. The leadership team was built for a smaller, simpler organisation, and the gap now shows in planning quality, delegation and execution.

This is rarely about effort. It is about the match between the role the business needs and the role each person can hold.

• Structure is redesigned around the people currently in place.
• Capability gaps are described in performance reviews but never acted on.
• New senior hires are added without removing the ambiguity they inherit.
• The business over-recruits for a corporate background that does not fit its stage.
• The chief executive absorbs the gaps personally until they become the constraint.

• What does the plan require from each leadership role over the next two years?
• Where is the organisation structurally unclear rather than individually weak?
• Who is capable of growing into the role, with support, and who is not?
• What is the cost of leaving each gap open for another year?
• Is the operating cadence enabling the team or exposing it?

• Assess the leadership team against the plan rather than against history.
• Design the structure the business needs and the decision rights within it.
• Support the changes required, including interim cover where appropriate.
• Establish management cadence, reporting and development expectations.
• Build succession thinking into the structure from the start.