Our Process - Quartz Associates

Organizational economics

Understand the strategy or business objective the organizational transition is intended to deliver and the value at stake. Estimate the full costs of the transition and the human disruption and risks it will bring. Stage gate: make go/ no go decision on the project. Communicate the project, its rationale, scope and timeline to staff.

Diagnostic

Diagnose the strengths and weaknesses of the organization through interviews and proprietary Quartz surveys. Understand the human drivers of cost or performance. Stage gate: ensure shared understanding among leadership team of what needs to be fixed. Communicate the results of the diagnostic to staff.

Concept

Identify a number of genuine organizational options that could be pursued, covering governance, structure, processes and people. Run a process of appreciative enquiry for the full leadership team to identify which one (or combination) is most likely to deliver the value. Stage gate: CEO (or relevant executive for the part of the organization that is changing) makes decision. Communicate the direction, leadership changes and timeline for wider changes to staff.

Implementation

Complete the detailed design for the chosen option, covering governance, organizational structures, cross-cutting processes, systems, role definitions, people capabilities and numbers, and behaviors. Get expert input from staff into role and process design. Plan implementation. Communicate the process for job changes, internal and external recruitment, and any layoffs to staff. Stage gate: launch. Excite and engage staff at launch.

Evaluation

Closely monitor that the new organization is delivering the expected results. Conduct a “5,000 mile test” 3-6 months after launch and identify issues to course correct. Draw the learning from the experience to inform future, better organizational transitions. Stage gate: course corrections made. Communicate course corrections.

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 less than 1 in 6 delivers everything it is supposed to in the planned time. Our book provides advice on how to make yours completely successful based on over 15 years of success and extensive research.

HBR's 10 Must Reads on Managing in a Downturn (with bonus article "Reigniting Growth" co-authored by Stephen Heidari-Robinson and Suzanne Heywood)

If you read nothing else on preparing for a tough economy and coming back stronger, read these 10 articles, including Stephen Heidari Robinson and Suzanne Heywood’s article on Getting Reorgs Right.

Our 5 Steps Process

Organizational economics

Diagnostic

Concept

Implementation

Evaluation

FURTHER READING

Reorg: How to Get it Right

HBR's 10 Must Reads on Managing in a Downturn (with bonus article "Reigniting Growth" co-authored by Stephen Heidari-Robinson and Suzanne Heywood)

Our Thinking

March 17, 2020

Getting Reorgs Right

March 16, 2020

The Two Biggest Communication Blunders During a Reorg

January 9, 2020

Reorgs Podcast – 5 Good Questions

Contact Info

Tel: +44(0)20 7971 1288

Email: info@quartzassociates.com

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