Under nearly any circumstance, reorganizations consume a great deal of time and energy, including emotional energy. When proper communication plans are in place, though, leaders can at least reduce unnecessary anxiety and unproductive wheel-spinning. Planning should start long before employees get word of the changes, include constituents well outside the boundaries of the company, and extend far beyond the announcement of the concept design to boost the odds that the reorg will stick.
Authors: Rose Beauchamp, Stephen Heidari-Robinson, Suzanne Heywood
Source: McKinsey Quarterly
Subjects: Change Management, Management, Organizational Behavior