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.