Roles and reporting.
WHY IT IS DISRUPTIVE
It affects status, relationships and security simultaneously.
WHAT TO ESTABLISH FIRST
What problem the structure change solves.
WHY
Restructuring is frequently a response to problems that structure does not cause.
WHAT STRUCTURAL PROBLEMS LOOK LIKE
Unclear accountability Decisions requiring too many people Work falling between roles Spans of control that are unmanageable Duplication
WHAT IS NOT A STRUCTURAL PROBLEM
Individual performance Poor communication between people who could simply speak Unclear strategy
WHY IT MATTERS
Restructuring to avoid addressing a person is recognised and it achieves nothing.
WHAT TO ESTABLISH
Accountability: who is responsible for what outcome.
WHAT TO AVOID
Structures where nobody owns an outcome Reporting to more than one person without clarity about priority Roles created for individuals rather than for work
WHAT TO PLAN
The sequence: announcement, consultation where required, appointment, transition.
WHAT TO ESTABLISH ABOUT EMPLOYMENT OBLIGATIONS
What consultation and process is required.
WHY
Structural change affecting employment carries legal requirements.
WHAT TO DO ABOUT ROLES THAT DISAPPEAR
Handle it properly, promptly and with dignity.
WHY
How departures are handled is observed by everyone remaining.
WHAT TO COMMUNICATE
The reasoning, the process, and the timetable.
WHAT TO AVOID
Prolonged uncertainty.
WHY
It is more damaging than bad news, and the best people leave first.
WHAT TO ESTABLISH AFTERWARDS
That the new accountabilities are understood and operating.
WHAT TO EXPECT
A period of reduced performance while relationships reform.
