A generals insights into leadership and management reorganizing consolidating downsizing
This too required multiple interventions, including one large group session involving all staff from both functions to set the tone and expectations and to harness staff creativity and energy toward worthwhile connecting and business interfacing activities.
And, again, as this work moved along, interfacing with the business lines was impacted which had to be managed simultaneously.
some roles moved out of the business into IT and also the reverse in some instances. Phase Five might be called the “partnership building” phase.Human Resources and Communications, at several levels, became COREinternational’s internal partners.Phase One included a review of the current organization structure in light of the desired end state and business goals to develop strategic approaches to consolidating it and managing the inherent change for employees that would be involved.Included in this phase were significant change management activities primarily within IT Applications to “bring people along” and most definitely with the business so as to minimize any disruption to their customer facing outputs.Phase Three saw a gradual extraction of infrastructure work and accountability out of the various Application organizations with decisions coincidentally made to either insource or outsource it.
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Phase Four saw the full implementation of the structure focusing upon cascading of role clarity at each management level within both the Applications and Infrastructure organizations.