The Definition of Organizational Structure
Effective organizational structures help teams to perform beyond the sum of their parts. Before embarking on steps to restructure your team, leaders should be clear about what their current and desired organizational structure encompasses in terms of goals, roles, tasks, and processes used to organize the flow of work. This includes the underlying relationships and beliefs required to get work done on a day-to-day basis.
Steps to Restructure Your Team
Periodically and for a variety of reasons, it makes sense to reorganize your team to unlock value or to fix a problem. While team reorganizations sound like a relatively fast and concrete way to solve complex problems, a recent McKinsey survey found that over eighty percent fail to deliver the desired benefits on schedule. And teams that have been through a reorganization often report higher levels of stress, lower levels of productivity, and decreased levels of employee engagement.
So while structural change sounds like a smart way to improve collaboration, communication, and performance problems, change management consulting experts know that team reorganizations are fraught with performance and people challenges.
The Top Reasons to Reorganize Your Team
As with any change, there is typically a specific catalyst that drives the need to restructure a team. The most common reasons reported by our clients include:
Why Up to 80% of Team Reorganizations Fail
Any reorganization upsets the status quo. And change is likely to be at least resisted and at worst feared and fought. Like most major corporate change initiatives, team reorganizations typically fail due to employee resistance driven by a combination of:
Six Field-Tested Steps to Restructure Your Team
Whatever the reason and whatever the final configuration that you take steps to restructure your team, in order to minimize disruption and maximize efficiency and efficacy, you cannot afford to get your team reorganization wrong. You need to:
Before you start rearranging roles and shifting responsibilities, make sure you are crystal clear about what you are trying to accomplish, how it ties into the overall strategic priorities, and why it is meaningful, urgent and important.
While it is easier to draw new org charts than to agree upon the critical few strategic priorities that matter most, make sure you know how the new goals, roles, tasks, processes, success metrics, and interdependencies will directly help people and the business better execute your strategy
The key is to go slow to go fast. Too many leaders jump to org. charts and people before they have clearly defined where the team is headed, how the team fits into the overall corporate strategy, and how success will be measured.
How can you actively involve your stakeholders?
For a team to come out on the positive side of a restructuring, your team health must be strong enough and your cultural norms must be aligned enough with your objectives to create a solid foundation for lasting change.
Change champions need to have the confidence of their teams, the willingness to listen and consider their team’s concerns, and the flexibility to adjust as needed to the specific issues that affect their team members.
Do your leaders have what it takes to handle a reorg?
The Bottom Line
If there is any ambiguity or dissension regarding who does what, when they do it, how they do it, and why they do it, the chances of your team reorganization delivering the results you want are greatly diminished. No organizational change should be attempted without clearly understanding the goals and being fully prepared. Follow the steps to restructure your team. Don’t sabotage performance by ignoring the basics of successful change management during a reorg.
To learn more essentials for leading change, download the 5 Research-Backed Perspectives of Change Leadership that Must Be Addressed During Organizational Change
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