When the same issues keep resurfacing under new names, the fix is rarely another appointment. It is a change in how the top team thinks together.
There is a familiar pattern in growing organisations: something isn't working, so a role is created. When the role doesn't fix it, the role gets a new title. When the title doesn't fix it, the person is replaced. Each move is defensible on its own. Together, they can hide the fact that the real issue is upstream of any hire.
Often what is actually broken is the shape of the conversation at the top. The same three people are making decisions about the same six things in the same way. New talent joins, gets absorbed into that pattern, and quietly stops offering the perspective that was the reason to hire them.
You cannot recruit your way out of that. You can only interrupt it — usually by changing the questions the top team is willing to sit with, the honesty they expect from each other, and the tempo at which they make big calls.
New people are useful. But if the thinking hasn't changed, all you have done is give the old pattern a new cast.
