How do you harmonize your business after restructuring?

I have been through many restructurings - big and small - and what really makes all the difference is that there is a purposeful journey clearly layed out for everyone, regardless of how they are impacted. The journey may be messy but clear intent is needed for all, starting with employees and then as well with customers (internal/external) and stakeholders. This change management agenda can not be underestimated as it plays a very important role, and most often defines how well the business performs during and lands after restructuring. I would suggest to have some metrics that define success all the way through and not limited to measuring high level company KPIs or process KPIs, but as well employees, customers and stakeholders.

The impact on restructuring on your business might not be visible immediately. Sure, it is a good idea to conduct a SWOT analysis after the process, but many of the things that were modified during the process have not yet reflected in the way your customers see your company, perceive the quality of your service. The same applies to culture, morale, engagement, the important people factors.

In my practice, one thing I have found helpful is to communicate information on a need-to-know basis and manage the process with the end in mind. Following a restructuring process, an organisation will most likely face uncertainties, challenges associated with integration, some degrees of push-backs from employees and other stakeholders. It may help to communicate plainly and avoid information over-load.

Based on my experience, I suggest a holistic approach to restructuring that includes not only recognizing opportunities but also proactively identifying and addressing potential derailments and risks. This balanced perspective is essential for restructuring initiatives to be successful in today's dynamic business environment.

Communicate Transparently: Openly communicate the reasons for the restructuring, its goals, and the expected outcomes to all employees. Address concerns and questions to minimize uncertainty. Define Roles and Responsibilities: Clearly define roles and responsibilities for each team member. Cultural Alignment: Assess and align the organizational culture with the new structure. Leadership Development: Invest in leadership development to equip managers and supervisors with the skills to lead their teams effectively within the new structure. Performance Metrics: Establish key performance indicators (KPIs) and performance metrics that align with the restructuring objectives. Monitor progress and provide feedback regularly.

Restructuring is usually messy. People are sad to see their colleagues get laid off or resign. They get nervous wondering what the future looks like for them. An effective restructuring is as much being a counselor and PR person as it is being a business person. Find out who the champions are of key functions and departments, morale, and strategy and elevate them. Communicate well and often so that people throughout the organization know what you and the champions are doing to keep the ship sailing.

Navigating a company's restructuring journey demands a well-defined roadmap with 2 pivotal elements: The How and the Why. It is imperative to provide a comprehensive explanation of the necessity to digitize and automate. Moreover, fostering an environment characterized by empathy and transparency will be key to renew confidence among stakeholders with a focus on sustainability.

? For me, the most complex part is communication with employees. Ensure top leadership is on the same page regarding the messaging and reasons behind the restructuring. Message: Craft a concise and clear message explaining the reasons for the restructuring and choose an appropriate time to communicate. Equip middle managers with information and resources to assist employees and address their questions. Keep employees informed throughout the process with regular updates to reduce anxiety and maintain awareness of progress.

In my experience, restructuring is too often seen as a “burning platform”. To avoid this problem it is important to build arguments for change not only in people's minds, but also in their hearts. For this reason I believe it is important to take a step back, looking for bigger and more long-term opportunities. To avoid this problem, I believe it is important to create awareness in a new and clear perspective, adequately communicated with a message that touches the right chords also from an emotional point of view, which frames the reality of the short term in a broader and more realistic context of the major future opportunities for the organisation, for its customers and therefore, ultimately, for the future of the company.

Communication is key before, during and after the restructuring process. Have a great story put together, that one sheet all management sings from, but be careful not to sound "automatic" or robotic. Develop a few evangelizers that can speak from the heart about the importance of the process. Also ask for constant feedback and creat multiple channels and opportunities for people to give feedback, they are invaluable.

I would emphasize the importance of aligning your team's efforts with the broader strategic vision of the business. This alignment ensures that every individual understands how their contributions contribute to the overall success of the company.

To this day, I still use Kotter's 8 Stage Change Process. It's simple to understand and works consistently. Everyone understands where they are on the change roadmap and what comes next.

I tend to disagree with this step being no. 4. Streamlining processes and workflows should be part of step no. 1 in my opinion, the impact analysis. To improve an efficient restructuring process, one should identify as early as possible which processes and workflows will be impacted by the proposed restructuring plan. To me planning ahead as early as possible will improve the overall efficiency of the restructuring process (e.g. in terms of cost, productivity, time and risk management).

"The 4 Disciplines of Execution" by Covey et al is a brilliant book on focusing on the right performance metrics. There's a brilliant piece in the book about Lead vs Lag indicators and the critical importance of getting the balance right.

Adaptability is crucial for any business, especially during a restructuring. It is essential for sustaining your organization's competitiveness and relevance, ultimately solidifying it as a driving force behind your business's success.

Strategies need to become adaptive in a liquid world. "Restructuring" is just another cycle of corporate journeys - hence, it is more about creating a "configuration" mindset that can facilitate transformation. It is more than harmonization, it is about adaptability as a perenial organizational trait - we need organizational health in good and bad times.

Swag. I’m half-joking. Everything noted above is important and on point. But creating new energy and emphasizing that this is a fresh start and a new day is essential. That needs to show up everywhere - from public comms to internal messaging. But quality merch goes a long ways too ??

Thanks for sharing. In addition to this, I would emphasize on the importance of developing and nurturing the right culture based on the values that would have been defined to ensure that the whole organisation live and behave as per these values.

It is important to remember that harmonizing your business after restructuring is a process, and not an end in itself. It takes time and effort to get everyone on the same page and working towards the same goals. If not properly managed, harmonisation may throw up new challenges. So it pays to be patient and understanding. The restructuring process can be disruptive and stressful for employees. Be patient with them as they adjust to the new changes. Things don't always go according to plan, so be prepared to make adjustments as needed. Re-training will help re-focus employees in the right direction.