This article explores how existing interdependencies between activities of complex systems influence the effect of turnaround interventions on performance. I argue that the relative distribution of interdependency patterns will determine, how likely the intervention through turnaround actions will have the intended positive effect on performance and propose that the degree of modularity, concentration and openness among complex systems build a pre-defined frame of the system towards turnaround interventions with the intention to change the organization to the better. Further, based on Ashby’s law, I propose that interventions into complex systems are more likely to be successful, if they absorb complexity of the system by mirroring the interdependency pattern of the activities the organization is engaged in.