If you have worked in management for a while, chances are you’ve at least heard of large-scale organizational restructuring. This process allows companies, organizations, and other similar large groups of people to change how the group works on a huge scale, comparable to the initial foundations of that group. There are many different approaches to this kind of job, and since for professionals this can be a big deal, it’s worth considering some different approaches to restructuring based on where these types of changes originate.
The Top-Down Approach
Chances are, just given the modern climate of business, if you are undergoing a significant change, merger, or restructuring, it will originate at the top, and you should first be sure it is necessary. You can click here for a guide to finding that out. The origins of such an issue do not necessarily shed any light on the best path to completion, but regardless of the path the chances are your average employee won’t be negotiating this kind of change. But, the top-down approach by necessity involves the use of rules, mandates, emails, and other forms of communication the average employee will find intimidating.
The larger a business gets, the more likely this approach will be taken since communicating directly from top to bottom will get increasingly difficult. That being said, everyone should feel as if their voice is heard. This doesn’t mean that certain actions will be taken that directly conflict with the well-being of the business, but it does mean that just emailing a change may not be enough. Never underestimate the power of the human voice, and just talking to everyone can give a unique perception on how that organization runs.
Hiring For Change
There are several other options for how to restructure a company, though. For one, though people are unlikely to change specific behaviors quickly, you can hire people who will face the changes you want in your company with drive. Change begins with a long-term goal and a short-term one. Though your ultimate marker for success is that long-term finish line, a lot of longshot goals are neglected because the goal is in a seemingly impossible place, and you should set goals realistically and in an informed manner. Put lines closer, with incentives for reaching them, and you’ll find the whole establishment works a lot quicker towards restructuring.
In general, during a high-level corporate restructuring such as a merger, it becomes a matter of necessity to make changes to hiring practices, and yes, employee income. Money is always a sensitive matter to people, especially people who have been there for many years. Listen to complaints but realize that if your organization goes belly up due to financial difficulties, those same people will be out of a job. You can mitigate damage here by making everything very transparent for everyone. Try to even out the damage, not concentrate it on specific sectors or people, even if that is truly where the damage lies.
Results of a Skillful Effort
Top-down corporate navigation of a stressful situation can mitigate damage to all levels of the business. Changing the rules one step at a time so you can create a culture of change is important, but also equally important is that the people you hire for old jobs know the new standards. If you want some models to assist in this, check out this website: https://academy.nobl.io/change-management-models-for-organizational-restructuring/ that will help you start a plan. So, in a way, top-down change that is successful will result in bottom-up change that creates the ideal culture for any specific issue to be addressed.
During a total restructuring, it can be hard to force any change. But, forcing may be required in the end. Last-ditch attempts should be truly the bottom of the barrel for you, since culture can be decimated by someone who, in reality, did a lot of the work for a lot of the other employees, getting canned because of a tiny infraction. Those people need to be rewarded, not punished, and often starting with managers and particularly effective employees creates a beacon for everyone to drift towards over time.
Stormy Waters Ahead
Concluding a complete transformation of a business is a tricky thing since, in theory, all businesses should be moving forward at all times. Stagnation is death at all levels, but be especially wary of those who think everything is done at a certain point. Goals are goals for a reason, but they should never be a definite end.
Don’t be afraid to start where it is most practical and end the process in the same ballpark. Even if none of your concerted efforts worked to your liking, chances are the changes had an effect even when you weren’t watching. In fact, for many people, a pair of eyes over the shoulder only dissuades them from doing what they’re supposed to. Be gentle, be skillful, and be vigilant at all points during a major transition period, and you’ll go far past the immediate and end your career having made a significant impact for yourself and others in the cutting edge and fast-paced realm of business.