The Reorg.
In the recent weeks, My client has been undergoing a reorg. A sprit of trepidation is awash in the organisation. I must say there motives seem noble ( enough:
•Align the operating model to increase speed of decision making and enable superior execution.
•Reduce the Number of Layers
•Rationalize Enabling and Stewardship Functions, Scaling as high as possible
•Centralize Consumer Marketing
Sadly this sounds like singing the same song in a different tune. Fundamentally the idea is to reduce cost which usually results in a radical reduction in head count.
Based on efforts in the past to restructuring it has become clear that the results are short term resulting in overwork and stress among the associates.
How can this company become more profitable in the short to medium term and scaling up to longer term profitability. What I will propose is not unique but a synthesis of various ideas I have come across in the blog sphere:
1.Shift focus from cost to benefit: Coke has noble efforts but almost all the time the focus is on making current activities cost less. Where the result is a cheaper pragmatism….well we should have learned by now that if we do what we have always done cheaper we will always get what we’ve always gotten…with the cost savings we have achieved shifting to another cost center. In reality we should turn this thinking on its head and endeavor to do what we’ve always done but in a way that optimizes individuality to drive momentum towards mutually beneficial relationships within and without the organization such that we work in a fluid fashion. This in my mind will result in increase speed of decision making and enable superior execution.
2.Act in good Faith: what I'd really like to put across is found in the post : Lies, Damned Lies, and Executive Platitudes. Restructuring in the way that it's being carried out today is a slap in the face of considering People as the greatest resource in an organization. Ask your self if you consider your children your greatest asset/resource....what would you do/not do.
3.Dare to Dream:Management today is mostly based on standard responses to problems. But like Alice, stepping through the looking glass into a wonderland on the other side, it’s always open to us to consider what might happen if we didn’t follow the set path, but broke out into fresh ideas and opportunities.. We should Endavour to resolve issues in manners that are not always conventional...in this way we can develop and encourage innovation within the organization.
The reorg should be an opportunity to look at things in a new and refresshing way....to dare to do things differently. Our foundation should be our intuition, our judgement should be intelligent and our choices confident.
•Align the operating model to increase speed of decision making and enable superior execution.
•Reduce the Number of Layers
•Rationalize Enabling and Stewardship Functions, Scaling as high as possible
•Centralize Consumer Marketing
Sadly this sounds like singing the same song in a different tune. Fundamentally the idea is to reduce cost which usually results in a radical reduction in head count.
Based on efforts in the past to restructuring it has become clear that the results are short term resulting in overwork and stress among the associates.
How can this company become more profitable in the short to medium term and scaling up to longer term profitability. What I will propose is not unique but a synthesis of various ideas I have come across in the blog sphere:
1.Shift focus from cost to benefit: Coke has noble efforts but almost all the time the focus is on making current activities cost less. Where the result is a cheaper pragmatism….well we should have learned by now that if we do what we have always done cheaper we will always get what we’ve always gotten…with the cost savings we have achieved shifting to another cost center. In reality we should turn this thinking on its head and endeavor to do what we’ve always done but in a way that optimizes individuality to drive momentum towards mutually beneficial relationships within and without the organization such that we work in a fluid fashion. This in my mind will result in increase speed of decision making and enable superior execution.
2.Act in good Faith: what I'd really like to put across is found in the post : Lies, Damned Lies, and Executive Platitudes. Restructuring in the way that it's being carried out today is a slap in the face of considering People as the greatest resource in an organization. Ask your self if you consider your children your greatest asset/resource....what would you do/not do.
3.Dare to Dream:Management today is mostly based on standard responses to problems. But like Alice, stepping through the looking glass into a wonderland on the other side, it’s always open to us to consider what might happen if we didn’t follow the set path, but broke out into fresh ideas and opportunities.. We should Endavour to resolve issues in manners that are not always conventional...in this way we can develop and encourage innovation within the organization.
The reorg should be an opportunity to look at things in a new and refresshing way....to dare to do things differently. Our foundation should be our intuition, our judgement should be intelligent and our choices confident.
Comments