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Organizational Restructuring

Strategic Organizational Restructuring Consulting

Unless structure follows strategy, inefficiency results (1). And because strategy continually evolves, so too must organizational structure.

Axiom has significant experience realigning structure to meet the changing needs of organizations. We know that restructuring isn’t only about reporting relationships, it’s about processes, go-to-market strategies, and often most importantly, customer relationships. Organizational restructuring can’t be taken lightly, and every role undergoing change must be fully considered so that employees/associates are set up for success in the new world.

Our 4 step process:

  1. Understanding the need for restructuring, the drivers for change and the success criteria
  2. Creating redesign options, from the traditional to the innovative
  3. Evaluating redesign options against key processes and success criteria
  4. Implementing and managing the change, including the creation of individual transition plans

Axiom has consulted on organizational restructuring in the following circumstances:

  • Growth into new markets
  • Growth due to acquisitions
  • Introduction of new business lines
  • Realization of synergies following mergers or acquisitions
  • Economic downturns
  • Realignment with a geographic and/or product focus

Turnaround

The most critical organizational restructuring comes about during a turnaround – and you only have one shot at making your turnaround work.

The good news is that the clarity the turnaround provides can be leveraged as an avenue for precise focus. It’s an opportunity to explicitly clarify your mission-critical goal and ensure each and every employee is aligned to it.  A turnaround is not a time for “want to have,” it is a time for “must have.”

Organizational restructuring during a turnaround also requires a broad focus. Objectives that are focused on the mission-critical elements must be prioritized; all other goals must be culled. Communications must be frequent and agile, there must be systems in place to retain key employees, and accountabilities must be crystal clear to ensure every role is contributing.

 

Reference:

(1) In the words of business historian Alfred D. Chandler

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