This feels like a circular - but also not fully correct - claim to me. Leadership issues and organization issues can feed on each other in a vicious cycle, but

This feels like a circular - but also not fully correct - claim to me. Leadership issues and organization issues can feed on each other in a vicious cycle, but they can also exist separately. The CEO may not know how to effectively organize an [engineering,marketing,sales,whatever] team. That doesn't mean any company with a team that's adrift due to poor organization suffers from leadership dysfunction at the CEO level. Yes, it's the CEO's responsibility to fix that, but in many cases they don't have the direct ability to fix outside of hiring and delegating to the right people. Organizational problems are also fractal: a data org of 100 people may not be working in the best way with an infrastructure org of 50 people. But within the data org things might also be bogged down because a team of 5 people is not working well with another team of 10 people. And within that, two people on that team of 10 may be in totally the wrong role for their skillets and preferences. (And conversely, sometimes you have well-organized, smooth-running teams let down by capricious management.) And most ironically, if your company is doing a reorg every 6 to 12 months... your organizational issues probably aren't getting fixed any time soon. Organizational issues that affect execution and delivery are too complex to be fixed by moving some lines around on a singular hierarchical org chart.