Our leaders, Stephen Heidari-Robinson and Suzanne Heywood (Lady Heywood of Whitehall) wrote the book on reorganizations (Reorg – How to get it Right for Harvard Business Review) and are co-authors of HBR’s 10 Must Reads on Managing in a Downturn and 10 Must Reads on Change Management (Volume 2).
Our thinking has been covered by Harvard Business Review, the Wall Street Journal, The Financial Times, The Economist, Forbes, the American Management Association, and Engineering and Technology.
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.
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.
If you read nothing else on change management, read this book. We’ve chosen a new selection of current and classic Harvard Business Review articles that will help you lead initiatives effectively, avoid common mistakes, and capture the full value of your change effort.
Chances are you’ve experienced at least one and possibly several company reorganizations. Reorgs can be a great way to unlock value: Two-thirds of them deliver at least some performance improvement, and with change in the business environment accelerating, they are becoming more and more common.
Leaders of reorgs typically fall into one of two traps when communicating with their employees. We’ll call the first one wait and see and the second ivory-tower idealism. Perhaps you have seen one, or both, in your own reorgs.
It’s a great feeling to get a brand-spanking new reorganization chart done and then present it in all its unsoiled glory to the entire company. Unfortunately, that gleaming chart with all its little color-coded boxes lined up with precision has little to do with making a reorganization successful.
Stephen Heidari-Robinson was a leader in McKinsey & Company’s organization practice, heading the !rm’s work on energy-sector reorganizations and on the practicalities of implementing reorganizations across all sectors.
Suzanne Heywood was a Managing Director at Exor Group, and sits on the boards of a number of companies, including The Economist Group and CNH Industrial, and is Deputy Chair of the Royal Opera House.
Few words in engineering management create more fear among workers than ‘reorganisation’. But changing your corporate structure doesn’t have to be a scary process, says Stephen Heidari-Robinson.
The whispers have started. Daniel, who plays squash with Lorraine, the director of marketing’s executive assistant, told Asha that the company’s about to undergo a reorganization.
Stephen Heidari-Robinson and Suzanne Heywood, authors of ReOrg: How to Get It Right explain how good planning and communication can help employees adapt.
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