Realignment situations are characterized by a decoupling of the organization’s strategy, structure, processes, and people from each other and from the market. When this happens, growth slows, then stalls. Next, unhealthy and immature organizations often react to the growth problem by looking for a person or function to blame. But this approach almost never works and often backfires, sending the organization’s best people running for the exits. In reality the entire organization needs to realign and increase its maturity, starting with its leadership. Otherwise it risks becoming a Turnaround.