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In the words of Alan Mulally, the former CEO of Ford, "You can't manage a secret...So just open it up." Transparency and open communication is one of the hallmarks of a successful organization, especially during a pivotal time such as a Reorganization. At a time when the elements of the structure, operations, and processes of an organization are being reshuffled, executives must take the reins with definitiveness and strategic insight. According to Deloitte, over 60% of Fortune 500 companies have reorganized within the past two years, but only a quarter consider their initiatives to have been successful.

Why Reorganization?

The driving forces behind Reorganization can encompass a range of company-wide shake-ups. These include, but are not limited to, changes in market conditions, strategic shifts to react to competition, Digital Transformation, Risk Management, Business Transformation, or to plug inefficiencies within the system. The consulting behemoth McKinsey in its report indicated that organizations that realign their structures with their strategic objectives are twice as likely to attain above-average financial returns.

Reorganization and its Challenges

Reorganization requires an astute understanding of a company's moving parts. It's akin to tuning a complex instrument while it's being played - missteps can cost the harmony of the organization. Bain reports that more than half of the reorganizations fall flat because of a lack of clarity around the reasons for the reshuffle and botched productivity expectations.

Best Practices for Reorganization

A well-executed reorganization goes beyond merely reshuffling structures or management layers. It addresses the triad of People, Processes, and Performance.

• People: Change Management is at the heart of Reorganization. Leadership must be able to clearly articulate the need for change, and align all the stakeholders - from the C-suite to front-line employees.
• Processes: Lean methods, such as those cited in an MIT Sloan Management Review, help streamline processes and identify value-adding activities. These can accelerate the organization's path to Efficiency and Operational Excellence.
• Performance: Strategy Development and execution should be tracked with Performance Management tools. Accenture and Gartner endorse a dynamic strategy execution process that allows the realignment of strategic objectives with organization changes.

Innovation and Culture: The Bedrocks of Reorganization

While Performance Management, Change Management, and streamlined processes are critical to Reorganization, Innovation, and Culture cannot be sidelined. Reorganization efforts should foster an Innovation culture, as iterated by Harvard Business Review in their study of Fintech giants. Moreover, the culture of the organization plays an influential role in the success of the Reorganization effort.

The Road Ahead

A successful Reorganization effort leads the organization towards Operational Excellence and Business Transformation-it's a continuous journey. Companies like GE and Procter & Gamble continue to fine-tune their organizations and adapt to changes dynamically, as indicated in a recent survey by PwC. They use analytics from Performance Management, insights from Change Management, and culture metrics to guide their Reorganization efforts.

The essence of quality Reorganization is that it is not just a one-time endeavor. A truly agile organization unlocks its hidden potential and evolves continually. As Jack Welch, the former CEO of GE, puts it, "Change before you have to." After all, Reorganization is not an end but a critical means for an organization to achieve its strategic objectives and outpace its competitors.