Tag: Organization Development

How To Make Your Reorganization Work For You

by Bright Osadiaye, posted in BriSights, Health & Well-Being, Leadership, Management, Personal Development, Workplace Learning
Photo by Diva Plavalaguna on Pexels.com

‘Question whether the reorganization is worth doing at all: are the benefits worth the costs (including the human cost) and risks?’

‘You should expect your reorganization to take longer if the organization is bigger, if you plan to bring in a lot of external talent to fill roles, or if you operate in countries with more legal requirements.’

‘Make a wider announcement to the organization, focused on what is happening, why, how long it will take, and when they will hear more.’

‘In reality, paper plans never work out exactly the way you intend. Do not think your reorg will be perfect (it never is), and be prepared to make course corrections.’

‘Start by defining the elements of the current organization that you want to test, with input from experts across the organization.’

‘Make sure that you understand the drivers of performance gaps– in particular, the activities that drive people costs.’

‘Determine the most powerful way of sharing the findings of your diagnostic with the leadership of the company (e.g., through a gallary walk rather than a straightforward presentation.’

‘Remember to focus on people and processes as much as, or more than, structure.’

‘Decide whether you should take a top-down or bottom-up approach to reorganization.’

‘Use the collective wisdom in your organization. You should hold brainstorming meetings with the staff closest to the action to generate ideas for improvements.’

‘Decide how you want to implement the changes: e.g., layer by layer, function by function, or all at once.’

Source

Stephen Heidari-Robinson and Suzanne Heywood (2016). Reorg: How to Get it Right

‘Why Organizational Health Trumps Everything Else In Business’

by Bright Osadiaye, posted in Health & Well-Being, Improve Academy, Leadership, Management, Personal Development, Workplace Learning
Photo by Monstera Production on Pexels.com

‘Most organizations exploit only a fraction of the knowledge, experience, and intellectual capital that is available to them. But the healthy ones tap into almost all of it.’

‘At the heart of vulnerability lies the willingness of people to abandon their pride and their fear, to sacrifice their egos for the collective good of the team.’

‘When there is trust, conflict becomes nothing but the pursuit of truth, and attempt to find the best possible answer.’

‘If an organization is tolerant of everything, it stands for nothing.’

‘When leadership team members avoid discomfort among themselves, they only transfer it in far greater quantities to larger groups of people throughout the organization they’re supposed to be serving.’

‘Peer-to-peer accountability is the primary and most effective source of accountability on a leadership team.’

‘No matter how good a leadership team feels about itself, and how noble its mission might be, if the organization it leads rarely achieves its goals, then, by definition, it’s simply not a good team.’

‘Teams that lead healthy organizations come to terms with the difficult but critical requirement that its members must put the needs of the higher team ahead of the needs of their departments.’

‘More than getting the right answer, it’s often more important to simply have an answer– one that is directionally correct and around which all team members can commit.’

‘Employees in every organization, and at every level, need to know that at the heart of what they do lies something grand and aspirational.’

‘An organization’s strategy is nothing more than the collection of intentional decisions a company makes to give itself the best chance to thrive and differentiate from competitors.’

Source

Patrick Lencioni (2012). The Advantage: Why Organizational Health Trumps Everything Else in Business