Whether you call it reorganization, restructuring, reengineering or realignment, there’s one thing you can be sure of: it’s not going to be easy. In fact, many of these interventions are costly and painful—and in the end, don’t work.
One industry, in particular, that is dealing with this right now is the information technology sector. Mergers, acquisitions, divestitures, financial concerns and other issues are causing leaders to take a closer look at how their businesses are structured and whether or not they have both the agility and the depth they need to remain competitive.
But before any organization goes headlong down the “re” path, they might want to reevaluate the process first.
Why Restructuring Efforts Fall Apart
All too frequently, management implements these kinds of initiatives with an emphasis on ROI (return on investment) and execution. Seems like a logical approach, right? But this is often counterproductive because it overlooks some essential, make-or-break elements—things like culture, vision and morale. The future.