Gordon
A few questions spring to mind - in no particular order
1. Why are threy re-organising - if the new org chart is the answer then what
was the question?
2. Have the CEO and COO expressed any views on what they want?
3. What are the success crtieria for the new organisation - maybe you could
achieve some common ground first by getting the group to agree these first
and then testing the different models against the criteria
4. why is this the last chance - I read into your text that this is the first
time these issues are really being addressed - is it being too ambitious to
try and address them in one go?
5. Has anyone talked about what behaviours and outcomes need to change in the
new org chart? Is there a risk that the chart changes titles and reporting
lines but leaves a number of problems intact and creates new ones?
6. Are the problems deeper cultural and / or process problems that require
more fundamental review of the hard and soft aspects of how work gets done
rather just who manages it?
7. Is there a challenge coming from competitors / customers / other
stakeholders around which you can unite this diverse group?
8. what is the commercial strategy - does this require changes to achieve it?
9. What are the personal agendas of those involved - has the organisation any
role models of individuals sacrificing their path to the top for the sake of
the greater good?
10. What are the key measures by which individuals in this group get judged
and rewarded - does team work and collective decision making get rewarded
over 'MVP' - I suspect not from what you've said.
11. are ther opportunities to test the new structural models in Pilots - are
there any external comparisons / models that can be used?
i'd encourage you to get some foundations in place - some areas of common
agreement around which they can bond in the room and stay aligned outside
it. from there I'd attempt to build up the picture of objectives and
success criteria and gradually work through identifying where the current
org falls short on those objs / sc's and then generate the new structural
options which could then be evaluated again.
This may be too logical an approach - I find in highly charged situations
that if we get buy in to the process, the personal agendas can be eroded
if people feel they've had their share of voice but have lost out
'objectively'.
Sorry if this seems long winded and rambling - i've tried to keep it as
brief as poss.
Rohit Talwar
Director - Centre for Business Transformation
19 Lyndale Avenue
London NW2 2QB UK
Tel 44 171 435 3570 Fax 44 171 794 3568 E-mail rtalwarcbt@aol.com
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