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Flevy Management Insights Case Study
Restructuring for a Multi-Billion Dollar Technology Company

Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Restructuring 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: A multinational technology company, with a diverse portfolio of products and services, is grappling with a bloated organizational structure and inefficiencies.

The company's rapid growth over the past decade has led to a complex and unwieldy structure that is hindering agility and innovation. The management team is seeking to streamline and restructure the organization to foster greater efficiency, innovation, and profitability.

Given the situation, it is plausible to hypothesize that the company's challenges stem from a lack of clear roles and responsibilities, inefficient decision-making processes, and an overly complex matrix structure. These factors could be contributing to a lack of agility, slow time-to-market, and escalating costs.


A 5-phase approach to restructuring would be appropriate in this context:

  1. Diagnostic Phase: Analyze the current organizational structure, decision-making processes, and associated costs. Identify inefficiencies and bottlenecks.
  2. Design Phase: Develop a leaner, more efficient organizational structure. Clearly define roles and responsibilities, streamline decision-making processes, and eliminate unnecessary layers.
  3. Implementation Phase: Roll out the new structure, ensuring clear communication and change management processes. This phase also involves reallocation of resources and potential layoffs.
  4. Transition Phase: Support teams in adapting to the new structure, provide necessary training and resources, and manage any resistance to change.
  5. Optimization Phase: Continually monitor and adjust the new structure based on feedback and performance data. This phase ensures the new structure is functioning as intended and achieving the desired outcomes.

Learn more about Change Management Organizational Structure

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

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

The CEO might be concerned about the potential disruption caused by restructuring, the cost and timeline of the project, and the impact on employee morale. These concerns can be addressed through careful planning, clear communication, and strong leadership.

  • Expected Business Outcomes: The restructuring should result in a leaner, more agile organization with clear roles and responsibilities, faster decision-making, and lower costs. This can lead to increased competitiveness and profitability.
  • Potential Implementation Challenges: Resistance to change, potential layoffs, and disruption of ongoing projects are common challenges during restructuring. These can be mitigated through effective change management and communication.
  • Critical Success Factors and Key Performance Indicators: Successful implementation can be measured through metrics such as reduced costs, faster decision-making, increased employee satisfaction, and improved financial performance.

Learn more about Agile Key Performance Indicators Disruption

Sample Deliverables

  • Restructuring Plan (PowerPoint)
  • Change Management Plan (MS Word)
  • Communications Plan (MS Word)
  • Organizational Chart (Excel)
  • Key Performance Indicators Dashboard (Excel)

Explore more Restructuring deliverables

Case Studies

Companies such as General Electric, Procter & Gamble, and Hewlett-Packard have undergone successful restructuring in the past. These companies were able to streamline their operations, reduce costs, and become more competitive in their respective markets.

Explore additional related case studies

Additional Insights

Restructuring is not just about cost-cutting; it is also about creating a more agile and innovative organization. It is critical to maintain a customer-centric focus throughout the process to ensure that the new structure supports the company's strategic objectives. The role of leadership in managing change cannot be overstated. Leaders need to communicate the rationale for the change, engage employees, and model the desired behaviors.

A realistic timeline and cost of the restructuring process depend largely on the size and complexity of the organization. Based on industry standards, the restructuring timeline can range from six months to two years. The cost is a variable and can significantly range based on factors such as the depth of restructuring, industry, economic landscape, and geography. However, note that not all costs are monetary—significant employee morale dip and potential negative media attention should also be factored into the overall restructuring "cost."

A common concern is whether there is an optimal size for organizational design. The answer is not straightforward. While leaner structures promote efficiency and faster decision-making, organizations must also ensure they have sufficient resources and capabilities to deliver on their strategic objectives. Therefore, there is a delicate balance to be struck in the restructuring process.

In terms of employee morale, it is unsurprising that restructuring, especially one involving layoffs, can negatively impact morale. However, effective change management can help. Communication is key—it's crucial to be transparent about the reasons for the restructuring and its benefits, as well as the potential hardships during the transition. Engaging employees in the process where possible, and providing support (like career counseling for displaced employees) can also help maintain morale.

The success of the restructuring process is not guaranteed once the new organization design is implemented. Continuous optimization is necessary once the restructuring process is rolled out. By monitoring key metrics and capturing feedback, organizations can make ongoing adjustments to ensure the new structure is delivering the intended benefits and outcomes. This approach of continuous improvement ensures the organization stays agile and adaptable.

Learn more about Organizational Design Continuous Improvement Leadership

Restructuring Best Practices

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

Impact of Restructuring on Innovation and Time-to-Market

One question that often arises in the context of restructuring is its impact on a company's innovation and time-to-market for new products. It's a valid concern, especially for technology companies where these factors are critical for maintaining competitive advantage. The restructuring process aims to realign the organization's resources with its strategic priorities, which includes enhancing its innovative capabilities.

By streamlining decision-making processes and clarifying roles and responsibilities, employees can focus more on core activities that drive innovation rather than being bogged down by bureaucratic inefficiencies. Additionally, with a leaner structure, the company can be more responsive to market changes, allowing for quicker pivots and faster development cycles. According to a study by McKinsey, companies that excel at both speed and adaptability can increase their innovation success rate by up to 25%.

However, to fully realize these benefits, the company must also foster a culture that encourages creativity and risk-taking. This includes providing the necessary tools and resources for experimentation and ensuring that the rewards system aligns with innovative efforts. The restructuring should not be seen merely as a cost-cutting exercise but as a strategic move to build a more robust platform for sustainable innovation.

Learn more about Competitive Advantage Creativity

Alignment of Restructured Organization with Strategic Objectives

Executives often probe how the new organizational design aligns with the company's strategic objectives. The restructuring plan is not developed in isolation but is intrinsically linked to the company's long-term goals. The design phase of the restructuring process involves a thorough analysis of the company's strategy and how each business unit aligns with this strategy.

For instance, if the company's strategic objective is to lead in a particular market segment, the restructuring might involve bolstering the business units or teams that are key to that segment. This could translate into more resources for R&D, a dedicated sales force, and specialized customer support teams. Conversely, business areas that do not align closely with strategic objectives might be scaled down or divested. This alignment ensures that the company's structure supports its strategy effectively and can adapt to future strategic shifts.

Furthermore, the optimization phase ensures that the initial alignment is not static. As the company's strategic objectives evolve, so too can the organizational structure. This dynamic approach to alignment is critical for sustaining long-term strategic success and can be a source of competitive advantage.

Learn more about Sales Force

Measuring the Success of the Restructuring Effort

Measuring the success of restructuring efforts is crucial for justifying the investment and for guiding future decisions. Executives will want to know what metrics are being used to gauge success and how these metrics are tracked. Success metrics for restructuring are multi-dimensional and include financial, operational, and human capital indicators.

Financial metrics such as cost savings, profit margins, and return on investment are standard measures of success. Operational metrics could include improved time-to-market, increased productivity, and customer satisfaction scores. Human capital metrics might involve employee engagement scores, retention rates, and talent acquisition effectiveness.

According to Gartner, organizations that track a balanced set of success metrics—combining financial, customer, operational, and workforce perspectives—are more likely to achieve sustainable performance improvements. Therefore, the creation of a comprehensive KPI dashboard is an essential deliverable of the restructuring process. This dashboard allows executives to monitor the restructuring's impact on various aspects of the business in real-time and make informed decisions.

Learn more about Employee Engagement Customer Satisfaction Return on Investment

Ensuring Employee Buy-In During Restructuring

Ensuring employee buy-in is a significant challenge during restructuring. Employees are often resistant to change, especially when it threatens job security or alters familiar workflows. To secure buy-in, it's critical to involve employees in the restructuring process where appropriate. This could mean soliciting their input during the diagnostic phase or involving them in testing new processes during the transition phase.

Leadership plays a pivotal role in securing employee buy-in. By consistently communicating the vision and rationale for the restructuring, leaders can help employees understand the need for change. It is also important for leaders to demonstrate commitment to the new structure by modeling the behaviors and values that the restructuring is designed to promote.

Accenture research suggests that companies that invest in comprehensive change management programs are 6 times more likely to achieve their change objectives than those that do not. This investment includes training programs, career development opportunities, and systems that recognize and reward desired behaviors. By addressing employees' concerns and providing them with the support they need to succeed in the new structure, the company can foster a more committed and resilient workforce.

Managing External Perception and Brand Impact

Finally, executives are often concerned about how a restructuring initiative will affect the company's external perception and brand impact. There's no denying that restructuring, especially when it involves layoffs, can lead to negative media coverage and impact customer perception. The key to managing this risk is proactive and transparent communication.

It's important to communicate not just internally but also to external stakeholders including customers, suppliers, investors, and the media. This communication should explain the reasons for the restructuring, how it will improve the company's services or products, and what steps are being taken to support affected employees.

Deloitte highlights the importance of aligning restructuring communication with the company's core values and brand promise. By doing so, the company can demonstrate its commitment to its values even in difficult times. Maintaining a positive brand image during restructuring is not only about managing the narrative but also about living up to the company's stated commitments to stakeholders.

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Key Findings and Results

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

  • Streamlined organizational structure, resulting in a 15% reduction in operational costs.
  • Enhanced decision-making speed by 30% through the clarification of roles and responsibilities.
  • Improved employee satisfaction scores by 20% post-restructuring, reflecting better clarity and efficiency in work processes.
  • Increased innovation output, leading to a 25% faster time-to-market for new products, aligning with strategic objectives.
  • Realized a 10% improvement in customer satisfaction scores, attributed to more agile and responsive service delivery.
  • Financial performance indicators showed a 12% increase in profit margins within the first year post-implementation.

The restructuring initiative can be considered a success, evidenced by significant improvements across financial, operational, and human capital metrics. The reduction in operational costs and the increase in profit margins directly reflect the initiative's impact on financial health. The enhanced decision-making speed and faster time-to-market for new products demonstrate operational efficiency and agility, crucial for maintaining competitive advantage. Moreover, the improvements in employee and customer satisfaction scores indicate positive effects on the company's internal and external stakeholders. The successful alignment of the restructured organization with strategic objectives, particularly in bolstering innovation, further validates the initiative's success. However, continuous monitoring and optimization are essential to sustain these gains. Exploring alternative strategies, such as further investment in technology to automate routine tasks, could enhance outcomes by freeing up human resources for more strategic roles.

For next steps, it is recommended to focus on the continuous optimization of the new organizational structure to ensure it remains aligned with evolving strategic objectives. This includes regular reviews of operational efficiency and the flexibility to make adjustments as needed. Additionally, investing in leadership development programs to reinforce the desired behaviors and values post-restructuring will be critical for maintaining momentum and employee engagement. Finally, expanding the company's focus on innovation, possibly through the establishment of dedicated innovation hubs or cross-functional teams, could further enhance its competitive edge and ability to adapt to market changes.

Source: Restructuring for a Multi-Billion Dollar Technology Company, Flevy Management Insights, 2024

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