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Changes to an organization鈥檚 structure are tangible but don鈥檛 necessarily bring about any concrete results. Consider the example of the UK鈥檚 National Health Service. It regularly reorganizes but doesn鈥檛 change much. 鈥淭he reason is simple,鈥� says Professor Henry Mintzberg in an interview with Business People. 鈥淐hanging the administrative structure gives the idea that something is being done, but in the end these changes largely do not affect how healthcare personnel work.鈥� They follow specific medical protocols, so changing the hierarchical representation of the organization is simple and fast, but not effective.