Is Your Structure Keeping Pace With Your Growth?

Growth feels like progress. Revenue climbs, teams expand, and demand accelerates. But inside many scaling organizations, something else is happening at the same time: the systems designed for where you were are struggling to support where you are going.

This isn't a talent problem; it's a structural one. When complexity grows faster than the systems meant to absorb it, friction follows, and it rarely announces itself clearly. Instead, it shows up as execution delays, reactive leadership, ownership gaps, and teams that are working hard but not always in the same direction.

Planning for Growth

The Hidden Friction

Undermining Your Organization

The research makes this pattern hard to ignore.

  • 43% of employees report that leaders across their organization are misaligned, a pattern linked directly to slower decisions, unclear accountability, and execution drag. (Gallup)

  • Organizations that make faster decisions outperform those that are slower by 20–40%, and speed is rarely a culture issue. It's a structural one. (McKinsey)

  • 70% of the variance in employee engagement is attributable to managers, yet most report they don't have enough time for coaching and development. (Gallup)

  • Fewer than one-third of employees believe cross-functional collaboration is consistently effective in their organization. (Gartner)

The friction these numbers describe is real, and it compounds. What starts as manageable strain — a few too many escalations, some inconsistency in how teams onboard or communicate — can quietly embed itself in how work moves through an organization.

The Growth Friction Index™ is designed to surface that distinction.

Not to critique your leadership or assess your team — but to give you a clearer view of where structural strain may be limiting what's possible.

Take the assessment. See where you stand.

Discover Your Growth Friction Index™

Complete this assessment to uncover sources of friction that may be impacting your ability to grow

by rating how accurately each statement reflects recurring patterns in your organization.

Results are immediate and a copy will be emailed to you.

References

Gallup. (2015). State of the American manager: Analytics and advice for leaders. Gallup Press.
https://www.gallup.com/workplace/231593/state-american-manager-report.aspx

Gartner. (2022). Leadership vision for 2022: Top priorities for HR leaders. Gartner Research.
https://www.gartner.com

McKinsey & Company. (2019). Decision making in the age of urgency. McKinsey Quarterly.
https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights

McKinsey & Company. (2023). Organizational health index: Performance through people. McKinsey & Company.
https://www.mckinsey.com/capabilities/people-and-organizational-performance

Rogers, P., & Blenko, M. (2006). Who has the D? How clear decision roles enhance organizational performance. Harvard Business Review.
https://hbr.org/2006/01/who-has-the-d

Society for Human Resource Management (SHRM). (2022). Onboarding new employees: Maximizing success. SHRM Research.
https://www.shrm.org