When the same decisions keep getting escalated, a new org chart can feel like the obvious answer. Before moving boxes, pick one decision that keeps getting stuck. Who makes it on paper? Who makes it in practice? Those may be two different people.
Trace one real decision
Think about the last time two teams needed the same staff member at the same time. Who proposed a plan? Whose input was needed? Who could make the call when the teams disagreed? If nobody knew who had that authority, changing a reporting line may leave the same problem in place.
Work out what needs to change
If a manager has the information and the capacity to make a decision but routinely waits for approval, start by clarifying what the manager can decide and when to escalate. If the decision repeatedly crosses teams with competing priorities and no one owns the tradeoff, you may need to revisit how responsibilities are divided.
Try this at your next leadership meeting
Choose one recurring decision. Write down who owns it, whose input they need, and what should trigger escalation. Test that agreement the next time the decision comes up, then ask the people involved what still got in the way. You’ll have better evidence for deciding whether the structure needs to change.