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A Practical Guide in Five Steps Most executives will lead or be a
part of a reorganization effort (a reorg) at some point in their
careers. And with good reason--reorgs are one of the best ways for
companies to unlock latent value, especially in a changing business
environment. But everyone hates them. No other management practice
creates more anxiety and fear among employees or does more to
distract them from their day-to-day jobs. As a result, reorgs can
be incredibly expensive in terms of senior-management time and
attention, and most of them fail on multiple dimensions. It's no
wonder companies treat a reorg as a mysterious process and
outsource it to people who don't understand the business. It
doesn't have to be this way. Stephen Heidari-Robinson and Suzanne
Heywood, former leaders in McKinsey's Organization Practice,
present a practical guide for successfully planning and
implementing a reorg in five steps--demystifying and accelerating
the process at the same time. Based on their twenty-five years of
combined experience managing reorgs and on McKinsey research with
over 2,500 executives involved in them, the authors distill what
they and their McKinsey colleagues have been practicing as an "art"
into a "science" that executives can replicate--in companies or
business units large or small. It isn't rocket science and it isn't
bogged down by a lot of organizational theory: the five steps give
people a simple, logical process to follow, making it easier for
everyone--both the leaders and the employees who ultimately
determine a reorg's success or failure--to commit themselves to and
succeed in the new organization.
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