Investors, watching from the outside: "oh reorgs are really dangerous, you need to run lots of 1:1s and make sure the results of the reorg aren't horrible."
This is somewhat useful (it is true that 1:1s are necessary to get a feel for the fallout) but not the most useful advice.
Conversation
The most useful advice I ever got was: "if something screws up post reorg, ask yourself what information channel could have existed that would have prevented the fallout, and go create that channel."
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This is not a new idea!
In High Output Management, Andy Grove wrote about how you should audit your information sources every so often, and seek a few — redundant — sources that balance between a) timeliness, b) accuracy of information, c) effort.
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Grove sampled customer complaints at Intel each week for this reason. (High timeliness, medium accuracy, reasonably ok effort).
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What I find interesting is that the general shape of the advice applies to metrics as well.
Colin Bryar once told me that a way Amazon used to pick new input metrics is to ask "what metric could we have been tracking that would have warned us of that screwup?"