Work charts beat org charts.

When something stalls, the instinct is usually to stare at the org chart: who owns this, who reports to whom, etc.

Open to Work flips the question: not "who reports to whom?" but "who needs to collaborate with whom to get this done?" The best teams form around goals, not functions. The org chart tells you the hierarchy; the work chart tells you how the work actually moves. And the two are rarely the same shape.

Before you reshuffle the boxes, map the collaboration the goal actually needs. Org charts describe power; work charts describe progress.