A colleague asked me this unusual question during a recent reorganization project that affected the entire company.
From a development point of view, the project’s goal was to uncover and improve internal processes, introduce structured ways of working, and build a culture of continuous improvement.
In more practical terms, it was about moving from a setup where colleagues worked ad hoc—solving whatever problems they felt like, often holding key information in their heads—to a system where what matters is documented, processes are planned, and if someone falls ill, their tasks can be taken over smoothly thanks to shared data and clear steps.
Instead of folders with individual names, we moved toward role-based, logically organized information. Instead of handwritten notes in notebooks, we created standardized processes. And perhaps most importantly, problem-solving no longer stopped at putting out fires—it started focusing on long-term solutions and root causes.
Making this shift in an organization that’s been operating for over 20 years isn’t easy. It’s a real cultural change. And it’s inevitable that not everyone will feel at home in the new system—especially those who thrived in the old, more chaotic freedom. It’s also natural that those who don’t feel comfortable will eventually move on to a workplace more similar to what they’re used to. And if we want the new culture to grow stronger, we need to bring in new colleagues who are aligned with it.
If we, as leaders, have a clear view of this bigger picture, we can prepare for people leaving. And if we know exactly how we want our team to function—what values and principles we want to work by—then there's not much room left for sadness. It becomes a simple question: does this person, like a puzzle piece, fit into the new picture? If not, it’s not good for them, and not good for us either. People and workplaces both deserve a good match.
You don’t always need a planned cultural change for this to happen. A new leader can shift the atmosphere just by how they behave or what they expect. Team restructuring can also trigger the same effect.
Someone who thrives in a structured, rule-based environment isn’t better or worse than someone who’s used to making fast, independent decisions and solving problems creatively. They just fit different types of roles, in different kinds of companies. They belong in different puzzles.
I believe it’s helpful to think this way as an employee too. If you don’t get a job, it probably doesn’t mean you’re “not good enough.” In most cases, if you weren’t good enough, you wouldn’t have even been invited for an interview. It simply means the company didn’t feel you would fit well into their team. But somewhere else, there’s a workplace that’s just right for you.
