Many technology industry executives are surprisingly inept when it comes to planning and executing reorganizations effectively.
One of the most evident signs of dysfunctional executive management is reorg-du-jour (reorganization of the day, for those who didn't take French in high school). Nothing is more disruptive or counterproductive to the effectiveness of an organization than frequent reorganizations.
Not to pick on Yahoo, but the frequency, if not the execution, of its notorious reorgs has almost certainly contributed to its talent exodus and loss of productivity at a time when it can scarcely afford it.
That said, reorganizations go hand-in-hand with changes in corporate and product objectives and strategy that are often implemented to meet an ever-changing competitive landscape. To that extent, they can be critical to business success, if done correctly.
When do reorganizations make sense and when are they frivolous and disruptive? How can they be executed to minimize productivity disruption and worker frustration? Here's an insider's perspective on organizational change in two parts. First we deal with "how," then we deal with "when" and "why."… Read more