accountability, 161
Acquired Rights Directive, 224
activities
centralizing, 211
reducing frequency of, 210–211
removing, 210
transferring, 209
activity drivers, 82
behavior change, 52
best-practice models, 17, 18, 107, 110–114, 116–117
boards of directors, communicating with, 33–34
Booz, 23
bottleneck risks, 61
brainstorming, 135
business as usual, return to, 182–183, 189–190
business partners, 211
clarity in, 47
measuring inputs and outputs and, 181–182
buy-in, 63
capability building, 192
on design and implementation, 140–143, 168–170
on launches and course-corrections, 178–180, 193–197
on organizational design, 104–106, 129–131
on profit and loss construction, 63–67
on strengths/weaknesses evaluation, 75–76, 92–95
top-down approach in, 114
change, identifying the right 20–30 percent for, 77, 165–166
collective redundancies, 224–226
based on audience needs, 68–69
about collaboration, 191
human costs reduced by, 55
about launches and course-corrections, 178–179, 194, 197–198
about layoffs, 28–29, 69, 140–141
on organizational design, 132–133
about planning and implementation, 157–158, 170–172
organizational design and, 116, 117
about strengths/weaknesses evaluation, 93, 94–97
Q&A material for, 30
unified voice in, 158
compassion, 55
competitive distinctiveness, 207–208
Cooperrider, David, 126
activity drivers and, 82, 209–213
course-corrections. See launches and course-corrections
Court of Justice of the European Union, 222
culture
organizational design changes and, 102
customers, communicating with, 32–33
deadlines, immovable, 146, 174
decision making, 121, 130–131, 135
decision rights, 166
depression, 29
design and implementation, 137–174
case study on, 140–143, 168–170
communicating about, 157–158, 170–172
drawn-out planning and, 144–151
evaluation of from previous reorgs, 137–140
giving leaders a stake in, 163–165
identifying the 80 percent to change in, 165–166
making exceptions to change in, 155–157
mergers and acquisitions and, 218–219
parallel planning, revolutionary implementation in, 158–162
people, processes, structure in, 147
De Smet, Aaron, 4
DHL Supply Chain, 115, 154–155, 202
effort, underestimation of, 145
communicating with, 26–31, 68, 95–96
layoffs of, 28
loss of, 154
making organizations more attractive to, 60
needs of, communication based on, 28–29
nominating for new jobs, 148–151
in strengths/weaknesses evaluation, 79–80
unions and workforce councils consultation and, 32, 222–229
European Bank of Reconstruction and Development, 58, 102, 222
European Union, 32
communicating about reorgs in, 69
labor laws in, 149
organizational design and, 120–121
five-step process, 6
bringing it all together in, 201–204
detailed design and implementation in, 137–174
launching and course-correction in, 175–200
organizational design in, 101–135
profit and loss construction, 39–72
skipping steps in, 106–107, 203
strengths/weaknesses evaluation in, 73–99
summary of, 204
5,000-mile checks, 189–190, 195–196, 199–200, 219, 238
Fortune magazine, 18
framework directives, 222
goals
benchmarking costs/head counts for setting, 48–50
course-corrections and, 175–200
differentiated versus one-size-fits-all, 49, 63–64
leaders' alignment with reorg, 23–24
quantitative versus qualitative, 14–15, 50–51
trade-offs and, 48
Gosden, Lawrence, 30–31, 51, 107, 155
governance, 91
government, communicating with, 33
Hayward, Neil, 24, 79, 151, 207, 213
human costs, 54–55, 66–67, 98–99, 131
human resources (HR), 140–141, 151, 211
incentives, 191
interviews, in strengths/weaknesses evaluation, 88
ivory-tower idealism, 26, 27–28
job titles, standardizing, 151
launches and course-corrections, 175–200
business as usual after, 182–183, 189–190
capturing lessons of, 186–187, 192–197, 200
case study on, 178–180, 193–197
changing the way of working and, 190–192
communicating about, 178–179, 194, 197–198
evaluation of from previous reorgs, 176–177
letting issues fester and, 183–185
measuring inputs and outputs and, 181–182, 187–188
mergers and acquisitions and, 219
layoffs
alternatives to, 206
communicating about, 28–29, 69, 140–141
in cost-driven reorgs, 206–207
effects of on employees, 29
transferring activities versus, 209
leaders
alignment of with reorg's objectives, 23–24, 168–169
buy-in by, 63
commitment to leading change, 52–53, 71–72
course-corrections by, 184
difficult, sidestepping, 114–115
discomfort among, 103
giving a stake to in reorgs, 163–165
metrics and, 188
moving from existing positions, 151–155, 168–169, 174
organizational design and, 103, 121–131
role changes for, 151–155, 168–169, 174
skill requirements for, 163
in strengths/weaknesses evaluation, 76, 78–80
strengths/weaknesses evaluation of, 78
unified voice in communication by, 158
walking the talk by, 202
learning, 180, 186–187, 192–197, 200. See also launches and course-corrections
managers
cascading communication through, 29–30
reporting by, 148
in strengths/weaknesses evaluation, 79, 80
McKinstry, Nancy, 23–24, 115, 183–184
Meadley-Roberts, Hannah, 58, 102, 158, 222
mergers and acquisitions
metrics and, 188
risk/cost identification for, 60–61
methodology documentation, 166–167
metrics, 174, 181–182, 187–188, 191, 199
early warning, 185
morale, 22
operating model designs, 46–47
operational expenditure (opex) savings, 64, 66
operational improvements, 209–210
organizational design, 5, 18, 101–135
board involvement in creating, 33–34
bottom-up options for, 111, 113, 119–120, 130, 134
case study on, 42, 104–106, 129–131, 141–142
change in actual work patterns and, 21
changing spans/layers in, 209
changing the way of working and, 190–192
communicating with employees and, 27
culture changes and, 102
evaluation of from previous reorgs, 102–103
exploring options for, 118–121
focus on lines/boxes in, 104–106, 107–110
imposing one solution on, 105–106, 110–114
mergers and acquisitions and, 218
nominating people for jobs and, 148–151
people, processes, and structure in, 108–110, 116–118, 124–125
staff involvement in creating, 30–31
strengths/weaknesses evaluation of current, 75–76
top-down options for, 111, 112, 129, 134
outsourcing, 2
people. See also employees
changing the way of working and, 190–192
mergers and acquisitions and, 218
organizational design and, 108–110, 116–118
in planning and implementation, 147
performance
drivers of, understanding, 98–99
management problems with, 90
understanding gaps in, 82, 98–99
planning
reverse engineering for, 146
Post Office (UK), 24, 79, 151, 207, 213
processes
changing the way of working and, 190–192
mergers and acquisitions and, 218
organizational design and, 108–110, 116–118
in planning and implementation, 147
productivity, decline in during reorgs, 20–21, 54
profit and loss (P&L) construction, 39–72
accelerated timelines and, 61–68
clearly defined benefits of reorgs and, 47–51
mergers and acquisitions and, 217
reporting and, 148
resources required for, 46, 52–55
risk/cost identification and, 60–61
template for, 233
timeline clarification and, 55–59
project charters, 44–45, 67, 234
project management skills, 16
reconciliation of interests, 227–228
regulators, communicating with, 33
reorganizations
excuses for not participating in, 155–157
good and bad reasons for, 16–18
planning, 71
secrecy about, 22
questioning value of, 71
quiz evaluations of previous, 40–41
redrawing organization design in, 5
specific purpose for, 51
staff involvement in designing, 30–31
strengths and weaknesses evaluation for, 73–99
templates and checklists for, 7, 231–238
what works/what doesn't in, 14–24
resistance, 20–22, 114–115, 151–155
case study on, 65
planning for accurate, 46, 52–55
for reorg teams, 46
slow reorgs and, 143
for training, 60
revenue growth, 17
risk
evaluation of previous reorg, 40–41
managing, 145
regulators and, 33
role modeling, 192
role profiles, 142
Rosenberg, Rob, 115, 154–155, 202
sales, drops in during reorgs, 54
social media, in strengths/weaknesses evaluation, 83
spans of control, 209
Srivastva, Suresh, 126
strengths and weaknesses evaluation, 73–99
based on hearsay versus facts, 76, 81–86
communicating about, 93, 94–97
evaluation of from previous reorgs, 74–75
focusing on weaknesses in, 76, 77–78
identifying what to preserve with, 87–89
leadership changes and, 122–123
listening only to leaders in, 76, 78–80
mergers and acquisitions and, 217, 218–219
outsider perspectives in, 80
triangulation and analysis of, 90–91
what's broken versus what really matters in, 81–82
suppliers, communicating with, 32–33
support, building in strengths/weaknesses assessment, 83
surveys, 199
5,000-mile checks, 189–190, 195–196, 199–200, 219, 238
in strengths/weaknesses evaluation, 83–86, 88, 91
teams
creating reorg, 71
resource allocation for, 46
transition monitoring, 198
testing, 55
Thames Water, 30–31, 51, 107, 155
timelines
clarity on, 47
evaluation of previous reorg, 41
holidays and, 144
immovable deadlines in, 146
for planning and implementation, 161–162
reverse engineering for, 146
setting accelerated, 61–68, 65
template for, 232
Trade Union and Labour Relations (Consolidation) Act, 225
transparency, 206
trust, 115
unions and workforce councils, 32, 222–229
value
drawn-out reorgs and delay in creating, 145
evaluation of previous reorg, 40
loss of in bad reorgs, 4
from reorgs, 15
skipping definition of, 106–107
weaknesses. See strengths and weaknesses evaluation