A number of changes in senior management alongside a measurable increase in M&A transactions, have lead to an increase in organisational restructure activity across the Asia-Pacific in the last 12 months.
An organisational restructure is a high-risk initiative that will pay big dividends, but poorly executed will lead to disaster. Approaching a structure with a make-or-break mindset will help to ensure that adequate investment is made in change management.
Before the Change
- Agree on the initiative purpose, strategic approach and who success will be measured
- Define with absolute clarity the future-state structure and the key resources required to fill roles
- Ensure that knowledge management is part of core initiative activity, and managed by a capability seated within an area that will be least impacted
- Invest in a capability uplift for your leaders in supporting the initiative
During the Change
- Design a communications strategy that clearly defines accountabilities and milestones
- Apply a high-touch people centered approach to both impacted and non-impacted resources
- Guard and maintain the chain of command to protect the integrity of communications and instruction
- Deliver short-term wins to build confidence and demonstrate truth-to-word
After the Change
- Measure key milestones in the new structure to demonstrate success of the implementation and realised benefits of the initiative
- Ensure that processes, capabilities and final activities are handed over to a BAU state to ensure the ongoing reinforcement. The greatest mistake made when implementing a new structure is to assume that people will not regress to old behaviours or ways of working due to structural limitations imposed by the new structure.
- Engage your people from the bottom-up, to relieve the sense of top-down pressure throughout the initiative