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ReOrg

- How to Get It Right

ReOrg

- How to Get It Right
Tjek vores konkurrenters priser
A Practical Guide in Five Steps

Most executives will lead or be a part of a reorganization effort (a reorg) at some point in their careers. And with good reason—reorgs are one of the best ways for companies to unlock latent value, especially in a changing business environment.

But everyone hates them.

No other management practice creates more anxiety and fear among employees or does more to distract them from their day-to-day jobs. As a result, reorgs can be incredibly expensive in terms of senior-management time and attention, and most of them fail on multiple dimensions. It’s no wonder companies treat a reorg as a mysterious process and outsource it to people who don’t understand the business. It doesn’t have to be this way.

Stephen Heidari-Robinson and Suzanne Heywood, former leaders in McKinsey’s Organization Practice, present a practical guide for successfully planning and implementing a reorg in five steps—demystifying and accelerating the process at the same time. Based on their twenty-five years of combined experience managing reorgs and on McKinsey research with over 2,500 executives involved in them, the authors distill what they and their McKinsey colleagues have been practicing as an “art” into a “science” that executives can replicate—in companies or business units large or small.

It isn’t rocket science and it isn’t bogged down by a lot of organizational theory: the five steps give people a simple, logical process to follow, making it easier for everyone—both the leaders and the employees who ultimately determine a reorg’s success or failure—to commit themselves to and succeed in the new organization.
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Tjek vores konkurrenters priser
A Practical Guide in Five Steps

Most executives will lead or be a part of a reorganization effort (a reorg) at some point in their careers. And with good reason—reorgs are one of the best ways for companies to unlock latent value, especially in a changing business environment.

But everyone hates them.

No other management practice creates more anxiety and fear among employees or does more to distract them from their day-to-day jobs. As a result, reorgs can be incredibly expensive in terms of senior-management time and attention, and most of them fail on multiple dimensions. It’s no wonder companies treat a reorg as a mysterious process and outsource it to people who don’t understand the business. It doesn’t have to be this way.

Stephen Heidari-Robinson and Suzanne Heywood, former leaders in McKinsey’s Organization Practice, present a practical guide for successfully planning and implementing a reorg in five steps—demystifying and accelerating the process at the same time. Based on their twenty-five years of combined experience managing reorgs and on McKinsey research with over 2,500 executives involved in them, the authors distill what they and their McKinsey colleagues have been practicing as an “art” into a “science” that executives can replicate—in companies or business units large or small.

It isn’t rocket science and it isn’t bogged down by a lot of organizational theory: the five steps give people a simple, logical process to follow, making it easier for everyone—both the leaders and the employees who ultimately determine a reorg’s success or failure—to commit themselves to and succeed in the new organization.
Produktdetaljer
Sprog: Engelsk
Sider: 256
ISBN-13: 9781633692237
Indbinding: Hardback
Udgave:
ISBN-10: 163369223X
Udg. Dato: 15 nov 2016
Længde: 23mm
Bredde: 164mm
Højde: 241mm
Forlag: Harvard Business Review Press
Oplagsdato: 15 nov 2016
Forfatter(e) Suzanne Heywood, Stephen Heidari-Robinson


Kategori Forretningsstrategier


ISBN-13 9781633692237


Sprog Engelsk


Indbinding Hardback


Sider 256


Udgave


Længde 23mm


Bredde 164mm


Højde 241mm


Udg. Dato 15 nov 2016


Oplagsdato 15 nov 2016


Forlag Harvard Business Review Press