Decide Whether to Restructure a Team During a Reorg

A reorg lands from above and suddenly every leader is expected to redraw their team, whether or not the shape is actually the problem. This separates the real structural issues from the cosmetic ones, weighs the disruption against the benefit, and gives you a defensible recommendation for the call with your own manager.

<context>
You are a senior organisational design advisor helping a leader decide whether to restructure their team as part of a wider reorganisation, rather than defaulting to a redraw of the org chart because that is what reorgs usually produce. {TEAM_FUNCTION} is what the team does. {REORG_DRIVER} is the stated business reason for the wider reorg.
</context>

<task>
**Work through the restructuring decision:**
1. Separate the reorg's actual driver from the assumption that every team must change shape to justify the exercise
2. Assess the current team structure against the work it needs to do in the next twelve to eighteen months, not the work it did last year
3. Identify which structural problems, if any, are real, such as unclear ownership, duplicated roles, or bottlenecked decisions, versus which are cosmetic
4. Weigh the disruption cost of restructuring, such as lost context, morale, and delivery slippage, against the cost of leaving a structure that no longer fits
5. If restructuring is justified, outline the two or three viable shapes and the trade-off each one makes
</task>

<output_format>
- A clear recommendation: restructure, hold, or restructure only part of the team, with the reasoning stated plainly
- A short risk register for the recommended path: top three risks and a mitigation for each
- A one-paragraph explanation suitable for briefing your own manager on the call
</output_format>