If your org chart is a living document nobody bothers to memorize, you are not staying agile. You are running a Churn Machine.
The mistake is reorganization addiction: new leaders, new priorities, new structures every few quarters. It can look healthy because it keeps any one faction from calcifying into permanence.
But that same reset prevents deep context from accumulating. Each new leader starts from scratch, reinvents wheels, and repeats mistakes the last one already learned. The company survives, but it does not compound. Progress feels like a treadmill because it is.
In a slower world, that was wasteful. In a fast-changing one, it becomes negligence. When the environment is moving hard, there is no survivable lag. Every reset deletes the memory your team needs to make good tradeoffs under pressure.
If change is accelerating, stop confusing motion with learning. The churn is not protecting the company. It is preventing it from remembering.