1. You should therefore start by defining the benefits, costs and time to deliver. Heidari-Robinson and Heywood capture that simply and effectively here. Get the “plumbing and wiring” right 5. Choose very carefully from multiple options 4. Get the “plumbing and wiring” right 5. Understand the given organization’s current weaknesses and strengths 3.

After S tep 3, m ost executives take their foot of the pedal, trusting to their teams to get the detail s of the new organization and the transition plan right. Choose very carefully from multiple options 4. as soon as possible, in line with the logic of your original plans.

Launch, learn, and (if necessary) course-correct I agree with them: “Have a good business rationale for your reorg. Understand the given organization’s current weaknesses and strengths 3. Choose very carefully from multiple options 4. This is an invaluable book for anyone leading a reorganization. The inevitable reorganizations need to be done right the first time, every time. Diagnosis takes more than a few interviews with leaders who already agree with the direction you are taking. improving the capital planning process, removing a whole layer of middle management, or upgrading your frontline there are some specific issues or if the focus is on cost cutting.

It lays out clearly how managers can make a reorganization happen in a way that achieves the organization s objectives while also remaining conscious of the cost (both actual and human) of the change and seeking to minimize it.Modern business demands extraordinary nimbleness and the willingness to change in order to compete and keep up. Construct the reorg’s P&L 2. In the book, we provide the list of things you need to cover.You have to live with and digest it, and rapidly course correct when you find issues.”  This does not mean that you need to do a 180-degree flip flop in the design as soon as you encounter a problem. Get the “plumbing and wiring” right 5. For example, if you have more than one sales team, In this step, you decide on the design of your new organizationfor example, from geography-based to product-based). You need both interviews and electronic surveys differences – between corporate center and frontline, and by different grades and geographies. You also need to understand the different business outcomes across your organization. Lady Barbara Judge, CBE, Chairman, Institute of Directors; former Chairman, United Kingdom Atomic Energy Authority; and former Commissioner, U.S. Securities and Exchange Commission It may seem like common sense to weigh costs and benefits, but according to McKinsey research, only 15% of executives set detailed business targets for their reorgs, while 17% are launched at the whim of the relevant executive – an approach that is typically unsuccessful. It will be an invaluable guide for executives at any level who are considering doing a reorganization of part or all of their company.How you deliver a reorganization is as important as what design you develop. ReOrg is an ideal thought provoker.An extremely useful and practical book. I highly recommend this book to business leaders thinking of reorganizing their companies.This book will be invaluable for managers in both the public and private sectors faced with the challenge of leading a reorganization. What this means, says Stephen Heidari-Robinson, one half of the authorship duo responsible for ‘ReOrg: How to Get it Right’, is that the majority of attempts at the process fail in their objectives, while nearly a tenth actually ‘damage the organisations in the long run’. lines and boxes and remember to engage other leaders, not go around them.The secret of this step is to know all the detailed organizational elements that need to change, and to plan those changes in the right sequencestart location moves (potentially across countries).
Launch, learn, and (if necessary) course-correct I agree with them: “Have a good business rationale. A reorganization is a business initiative like any other. Construct the reorg’s P&L 2. ReOrg is an ideal thought provoker. Construct the reorg’s P&L 2. Step Four - Get the Plumbing and Wiring Right. Understand the given organization’s current weaknesses and strengths 3. 1. Yet we’ve repeated ly found, and a 2014 McKinsey study confirmed, that Step 4 – is the hardest part of a reorg to get right. No surgeon would start operating on a patient before . 1.


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