It’s just moving things around on an org chart.

Judging by every new CEO I’ve had, this is the play.

1. Do something largely inconsequential but visible, like a reorg.
2. Wait for anything good to happen as it inevitably always does, since every nuance is measured somewhere.
3. Claim the something good was a direct result of your action, even though in reality you likely only marginally slowed down something that was going to happen anyway.
4. Claim bonus from board for accomplishment.

As long as the capstone is a toilet.