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Flevy Management Insights Case Study
Reorganization Strategy for Aerospace Supplier


Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Reorganization to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

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Consider this scenario: The organization is a leading supplier in the aerospace industry facing significant disruption due to new market entrants and rapid technological advancements.

In response, the organization has recognized the need for a comprehensive reorganization to remain competitive. However, it faces challenges in aligning its workforce, processes, and technology to achieve more efficient operations and foster innovation.



Given the competitive pressures and internal misalignment, it is hypothesized that the root causes of the organization's challenges may include a siloed organizational structure, outdated technology systems, and a misalignment between talent capabilities and the strategic goals of the organization.

Methodology

Adopting a systematic, multi-phase approach to Reorganization will enable the organization to strategically realign its resources, optimize processes, and ultimately drive performance. This methodology is rooted in best practice frameworks and is designed to deliver sustainable results.

  1. Assessment of Current State: Analyze the existing organizational structure, identify inefficiencies, and evaluate current technology systems. Key questions include how the current state aligns with industry best practices, and which areas present the most significant opportunities for improvement.
  2. Strategic Design: Develop a future-state organizational model that aligns with the company's strategic goals. Activities include benchmarking against leading aerospace suppliers, and designing a technology roadmap that integrates innovative solutions.
  3. Talent and Culture Alignment: Ensure that the workforce is equipped to support the new organizational model. This involves assessing skills gaps, planning for workforce realignment, and cultivating a culture of continuous improvement.
  4. Implementation Planning: Create a detailed action plan for the transition, including timelines, resource allocation, and risk management strategies. Interim deliverables include a project roadmap and communication plan.
  5. Execution and Change Management: Roll out the reorganization plan, ensuring that change management principles are applied to support adoption. Monitor progress against plan and adjust as necessary to ensure success.

Learn more about Change Management Risk Management Continuous Improvement

For effective implementation, take a look at these Reorganization best practices:

Smart Organizational Design (27-slide PowerPoint deck)
Strategic Restructuring: Critical Success Factors (24-slide PowerPoint deck)
Restructuring: Redeployment Assessment Process & Methods (29-slide PowerPoint deck)
Re-engagement after Restructuring (23-slide PowerPoint deck)
Reorganization: New Organization Effectiveness (16-slide PowerPoint deck)
View additional Reorganization best practices

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Strategic Alignment and Execution

Executives often inquire about the alignment of reorganization efforts with long-term strategic objectives. It is essential to ensure that the reorganization not only improves current operations but also sets the stage for future growth and innovation. This includes integrating advanced technologies and building a more agile and responsive organizational structure.

Learn more about Agile Organizational Structure

Measuring Success and ROI

Another common question pertains to the measurement of success and return on investment (ROI). It is crucial to establish clear metrics for performance improvement and cost savings. This will involve tracking key performance indicators before, during, and after the reorganization to objectively assess the impact.

Learn more about Key Performance Indicators Return on Investment

Risk Mitigation and Management

Lastly, the potential risks associated with reorganization are of significant concern. A robust risk management plan that includes proactive identification of risks, assessment of their potential impact, and strategies for mitigation is integral to the methodology.

Expected Business Outcomes

  • Increased operational efficiency, with a potential reduction in operational costs by up to 20%.
  • Improved innovation capacity, leading to a 15% increase in the speed to market for new products.
  • Enhanced employee engagement and productivity as a result of clearer roles and responsibilities.

Learn more about Employee Engagement

Reorganization Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Reorganization. These resources below were developed by management consulting firms and Reorganization subject matter experts.

Potential Implementation Challenges

  • Resistance to change from employees accustomed to the existing organizational structure.
  • Integration complexities with new technology systems.
  • Alignment of cross-functional teams during and after the reorganization process.

Implementation KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


Measurement is the first step that leads to control and eventually to improvement.
     – H. James Harrington

  • Cost Savings: Tracks the reduction in operational costs post-reorganization.
  • Employee Productivity: Measures changes in productivity levels.
  • Time to Market: Monitors the speed at which new products are developed and launched.

For more KPIs, take a look at the Flevy KPI Library, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.

Learn more about Flevy KPI Library KPI Management Performance Management Balanced Scorecard

Typical Deliverables

  • Organizational Assessment Report (PowerPoint)
  • Future-State Design Framework (PowerPoint)
  • Change Management Plan (MS Word)
  • Technology Implementation Roadmap (Excel)
  • Risk Management Framework (PowerPoint)

Explore more Reorganization deliverables

Case Study Examples

Lockheed Martin's integration of digital transformation initiatives within its reorganization efforts led to a 25% improvement in production efficiency. Boeing's reorganization around lean principles resulted in a 30% reduction in inventory costs and a 40% decrease in lead times.

Learn more about Digital Transformation

Additional Executive Insights

When considering reorganization, it's imperative to adopt a holistic view that encompasses not only structural changes but also the cultural and technological shifts needed to drive innovation. The methodology should be flexible enough to adapt to unforeseen challenges while maintaining a focus on the Strategic Planning goals of the organization.

Furthermore, as digital transformation becomes increasingly critical in the aerospace industry, ensuring that the reorganization includes a digital strategy is vital for staying ahead of the curve. According to a report by PwC, companies that effectively leverage digital technologies can expect to increase their market share and margins by an average of 15%.

Lastly, it is essential to communicate the vision and the rationale behind the reorganization clearly and consistently. Transparency throughout the process fosters trust and buy-in from all levels of the organization, which is crucial for a successful transformation.

Learn more about Strategic Planning

Additional Resources Relevant to Reorganization

Here are additional best practices relevant to Reorganization from the Flevy Marketplace.

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Key Findings and Results

Here is a summary of the key results of this case study:

  • Reduced operational costs by 18% through strategic realignment and process optimization.
  • Increased speed to market for new products by 20%, exceeding the initial target of 15%.
  • Enhanced employee engagement and productivity, with a reported 25% increase in employee satisfaction scores.
  • Successfully integrated advanced technology systems, resulting in a 30% improvement in production efficiency.
  • Encountered and overcame employee resistance, with 80% of the workforce positively adapting to the new organizational structure within six months.

The initiative has been highly successful, achieving and in some cases exceeding the expected outcomes. The reduction in operational costs and the increase in speed to market are particularly noteworthy, as they directly contribute to the organization's competitive advantage in the aerospace industry. The successful integration of advanced technology systems, inspired by case studies like Lockheed Martin's, has been a key factor in improving production efficiency. However, the challenge of employee resistance was significant but was effectively managed through comprehensive change management strategies. Alternative strategies, such as a more phased approach to technology integration and additional upfront investment in employee training, might have mitigated some of the resistance encountered and potentially accelerated the realization of benefits.

For next steps, it is recommended to focus on continuous improvement and leveraging the data collected through the new technology systems for predictive analytics. Further investment in employee development programs, specifically around innovation and digital skills, will support sustained engagement and productivity. Additionally, exploring strategic partnerships with technology firms could accelerate the adoption of emerging technologies and further enhance the organization's competitive edge. Regular reviews of the organizational structure and processes should be instituted to ensure they continue to align with strategic goals and industry best practices.

Source: Reorganization Strategy for Aerospace Supplier, Flevy Management Insights, 2024

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