Practical Tips for Successful Organization Restructuring
If you’re doing an acquisition, merging, wanting to be more market or customer-focused, or restructuring to cut costs, the last thing you want to do is shuffle boxes and lines. I learned early in my career, and it’s been borne out over the years working with organizations ranging from start-ups to Fortune 100 companies, that with redesigns, there are three enormous traps:
- Relying on gut instinct to do the redesign
- Letting politics drive redesign decisions
- Seeing only lines, boxes and reporting relationships as what is important.
Instead, make sure that you understand the current organization’s strengths and the cause of any limitations. Have specific design criteria based on your longer-term strategy — not on fixing current problems. And be sure to consider the impact of people, accountability, and culture, on how the redesign will work.
Bob Legge provides organizations with the ability to exceed their most ambitious goals. I work with leaders of Fortune 500 companies, mid-size companies, nonprofits, education, and government. Together, we drive strategy, lead successful change, develop high performance cultures, improve individual and organizational performance, and produce faster, sustainable growth and value. Contact him at firstname.lastname@example.org