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ReOrg: How to Get It Right
A Practical Guide in Five Steps
Most executives will lead or be a part of a reorganization effort (a reorg) at some point in their careers. And with good reason—reorgs are one of the best ways for companies to unlock latent value, especially in a changing business environment.
But everyone hates them.
No other management practice creates more anxiety and fear among employees or does more to distract them from their day-to-day jobs. As a result, reorgs can be incredibly expensive in terms of senior-management time and attention, and most of them fail on multiple dimensions. It’s no wonder companies treat a reorg as a mysterious process and outsource it to people who don’t understand the business. It doesn’t have to be this way.
Stephen Heidari-Robinson and Suzanne Heywood, former leaders in McKinsey’s Organization Practice, present a practical guide for successfully planning and implementing a reorg in five steps—demystifying and accelerating the process at the same time. Based on their twenty-five years of combined experience managing reorgs and on McKinsey research with over 2,500 executives involved in them, the authors distill what they and their McKinsey colleagues have been practicing as an “art” into a “science” that executives can replicate—in companies or business units large or small.
It isn’t rocket science and it isn’t bogged down by a lot of organizational the five steps give people a simple, logical process to follow, making it easier for everyone—both the leaders and the employees who ultimately determine a reorg’s success or failure—to commit themselves to and succeed in the new organization.
Most executives will lead or be a part of a reorganization effort (a reorg) at some point in their careers. And with good reason—reorgs are one of the best ways for companies to unlock latent value, especially in a changing business environment.
But everyone hates them.
No other management practice creates more anxiety and fear among employees or does more to distract them from their day-to-day jobs. As a result, reorgs can be incredibly expensive in terms of senior-management time and attention, and most of them fail on multiple dimensions. It’s no wonder companies treat a reorg as a mysterious process and outsource it to people who don’t understand the business. It doesn’t have to be this way.
Stephen Heidari-Robinson and Suzanne Heywood, former leaders in McKinsey’s Organization Practice, present a practical guide for successfully planning and implementing a reorg in five steps—demystifying and accelerating the process at the same time. Based on their twenty-five years of combined experience managing reorgs and on McKinsey research with over 2,500 executives involved in them, the authors distill what they and their McKinsey colleagues have been practicing as an “art” into a “science” that executives can replicate—in companies or business units large or small.
It isn’t rocket science and it isn’t bogged down by a lot of organizational the five steps give people a simple, logical process to follow, making it easier for everyone—both the leaders and the employees who ultimately determine a reorg’s success or failure—to commit themselves to and succeed in the new organization.
- GenresBusinessNonfiction
256 pages, Hardcover
Published November 15, 2016
43 people are currently reading
133 people want to read
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Displaying 1 - 12 of 12 reviews
February 9, 2017
After reading a short article by the authors on LinkedIn, I marked this as a business book to read as I hadn't felt I had gone through a "reorg." I was surprised to find that I have in some way and found some ideas to help me as I build audit programs and where my audits can support these efforts.
The book is written wonderfully and flows well. They inject humor and truth - this is a book written by reorganization consultants and they are honest about when and when not to hire them and the pitfalls they can fall into.
The book reads fast and I recommend it to all levels of employees (not just the higher-ups).
My full review can be found here - http://thecreativeauditor.com/from-my...
The book is written wonderfully and flows well. They inject humor and truth - this is a book written by reorganization consultants and they are honest about when and when not to hire them and the pitfalls they can fall into.
The book reads fast and I recommend it to all levels of employees (not just the higher-ups).
My full review can be found here - http://thecreativeauditor.com/from-my...
October 13, 2019
A very practical book that is written in a straightforward manner and is easy to follow along. Very good advice on how to manage the process of a reorganisation.
February 26, 2017
This is designed for the financially stable corporation - not for a Reorg of a business for 5K or less employees. Not very helpful.
September 16, 2018
Really solid advice / planning tips/ templates. May not be the most entertaining topic ever but having seen them done poorly, I’m convinced there must be better methods.
Effectively a handbook of what to do (and not to do) from reviewing thousands of reorganization’s and participating in hundreds, the authors manage to keep it reasonably light with anecdotes and story telling.
While this isn’t immediately applicable to my work life, there’s some ideas which would transfer easily and likely help in any organizational change. (Their examples tend to be much larger, multi-year and transformational for the business in question.)
A solid primer —
Effectively a handbook of what to do (and not to do) from reviewing thousands of reorganization’s and participating in hundreds, the authors manage to keep it reasonably light with anecdotes and story telling.
While this isn’t immediately applicable to my work life, there’s some ideas which would transfer easily and likely help in any organizational change. (Their examples tend to be much larger, multi-year and transformational for the business in question.)
A solid primer —
September 19, 2021
Quite Verbose
Very focused on enterprise re-organisations. Would have been useful to have case studies and templates focused at smaller re-organisations eg department level of 50-150 people.
Probably too many wordy case studies, more visualisations, figures would have brought the work to life more. Eg a scorecard was mentioned in a case study, yet no mock image, no visualisation of improvements etc.
Very focused on enterprise re-organisations. Would have been useful to have case studies and templates focused at smaller re-organisations eg department level of 50-150 people.
Probably too many wordy case studies, more visualisations, figures would have brought the work to life more. Eg a scorecard was mentioned in a case study, yet no mock image, no visualisation of improvements etc.
April 19, 2020
Informative and practical guide
This is a good book that one can use as a guide while going through a reorganization. It also covers some of the complexities we face in Europe and other regions. I wish I had read this book earlier, it would have helped with some of the reorgs I've been part of in the past few years.
This is a good book that one can use as a guide while going through a reorganization. It also covers some of the complexities we face in Europe and other regions. I wish I had read this book earlier, it would have helped with some of the reorgs I've been part of in the past few years.
June 8, 2020
There just isn’t a ton of material on organizational strategy for start-ups (recommendations welcomed!), and I happened upon this book in a Waterstone’s in London.
Despite the obvious gap in intended audience, I found the advice in reorg to be a useful guide in scaling/creating an org from an amorphous team with ambiguous hierarchy.
Despite the obvious gap in intended audience, I found the advice in reorg to be a useful guide in scaling/creating an org from an amorphous team with ambiguous hierarchy.
July 1, 2025
Detailed Step-by-Step Guidance
A great guide on the common pitfalls to avoid and best practices to follow instead, based on real world experience. I only wish it provided examples of what this looks like at smaller scales.
A great guide on the common pitfalls to avoid and best practices to follow instead, based on real world experience. I only wish it provided examples of what this looks like at smaller scales.
January 23, 2018
Rather basic; geared entirely towards the private sector; an easy skim of a read.
March 3, 2019
Appreciated frameworks shared at every step of a reorg. There are also useful diagnoses that managers can use prior to a reorg. Page ROI is also good.
May 16, 2020
Cũng là một lựa chọn để đọc về tái cấu trúc doanh nghiệp. Một chủ đề không dễ chút nào. Phù hợp với giai đoạn thực thi. Luôn là làm và điều chỉnh.
Thứ 7- 16.05.2020
Thứ 7- 16.05.2020
May 1, 2017
No te saltes el análisis, planea con el equipo, no copies "buenas prácticas", comunica, comunica, comunica.
Describen un proceso demasiado simple y nada profundo—como si se hicieran reorganizaciones cada semana.
Describen un proceso demasiado simple y nada profundo—como si se hicieran reorganizaciones cada semana.
Displaying 1 - 12 of 12 reviews