ReOrg

How to Get It Right

Business & Finance, Human Resources & Personnel Management, Organizational Behavior, Management & Leadership, Planning & Forecasting, Management
Cover of the book ReOrg by Stephen Heidari-Robinson, Suzanne Heywood, Harvard Business Review Press
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Author: Stephen Heidari-Robinson, Suzanne Heywood ISBN: 9781633692244
Publisher: Harvard Business Review Press Publication: October 25, 2016
Imprint: Harvard Business Review Press Language: English
Author: Stephen Heidari-Robinson, Suzanne Heywood
ISBN: 9781633692244
Publisher: Harvard Business Review Press
Publication: October 25, 2016
Imprint: Harvard Business Review Press
Language: English

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.

View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart

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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