Strong results do not necessarily mean that an organization is well designed.
Often, leaders and other key people compensate for what has not yet been made explicit — direction, decisions, knowledge, responsibilities, relationships or risks.
As long as they are there, the organization may function perfectly well. But part of how the organization works exists in people rather than being embedded in the organization itself.
That is how a leader or other key person can gradually become part of the system the organization depends on.
