Faster implementation of new Organizational Strategy 3.

Let's review from the previous blog.

Your organization works OK now.But you've discovered that your whole operation is based on key irreplaceable people, tribal knowledge, and unconfirmed rumors. "Vanishing Technology" has become a terrible threat and further growth is stifled.

Now you have a new Strategic Objective ... a BIG IDEA worth working for ... a bigger company ... more products ... new markets ... So, you design a new organizational strategy based on proven, scientific principles.

Now you've got a new problem - you're worried about how to introduce and implement your new strategy. You know that a new organizational strategy (reorganization) will produce emotional stress, employee resistance and complaints.

Will key people leave? Should you bring in outsiders to fill new positions? Can you implement your new organizational strategy quickly, effectively, and with certainty?

"Nothing will ever be attempted, if all possible objections must first be overcome." -- Dr. Samuel Johnson

Beat the reorganization blues and enjoy your success.
You (and CEO Greg from the previous post) can use the following ideas for your entire company (or a single department).

Your new organizational strategy is equivalent to a reorganization -- and it will produce emotional stress and employee resistance. So, you know you must tactfully introduce your new organizational strategy quickly, effectively, and with certainty.

Here are some steps you can take.

Step 1. Identify those people who will be positively affected by your reorganization, such as a promotion or expanded accountabilities. Maybe someone will report to a higher level manager than before. Maybe someone will be transferred away from a boss they don't like.

Step 2. Identify those people who will be negatively affected by your reorganization such as a real or perceived demotion. Maybe someone will now report to a lower level manager than before. Maybe someone must give up some accountabilities. Maybe they perceive their new manager as less competent, or less fair than their previous manager. Plan to meet with these Step 2 people privately... but later. Read on.

Step 3. Pick your announcement date.

After you identify the people in Steps 1 & 2, you'll know how much time you'll need for private meetings, say, a week or two. Pick your formal announcement date to be right after your private meetings.

Step 4. Pick your final changeover date. Leave enough time for calm preparation yet without taking so long that you lose momentum.

At this point you have laid important groundwork. You've identified those who will be affected (positively and negatively) by your reorganization. You've picked your introduction date and final changeover date.

Now what! How should you conduct your private meetings? What do you say? What sort of materials do you need for your big "roll-out?" How do you make your big announcement? Will you say the right things? Can you make the changeover date?

(Continued in next blog.)

Wait!
Don't forget to download your FREE 29-page Gift eBook (Acrobat PDF download) before it's too late.

Until December 20th, I am offering my "7 Easy Steps Booklet to your Raise & Promotion" as a FREE GIFT for you and those in your mail list.

To download, go here and click the button. That's all there is to it!

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Exercise for the Serious Organization Builder.
Download an updated (FREE) version of the Business Builder Outline (PDF file).

"Hi Mike ... thanks for your Business Builder outline ... good overview of what to plan for! I am about to launch my business ... and want to make it 'franchisable' ... a 'timely' download ... Thanks again, Ash"

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HELP Profitable Venture Tactics help your colleagues.
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What did you learn today that you found most beneficial?
How will you apply what you have learned at work?

Please email your comments

Best Wishes for this Holiday Season!

Mike Hayden, Author

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