Restructuring – What’s Next?

All to often a restructure of an organization comes down and the what is next is usually left in limbo for awhile. Why? Well, maybe the players in roles are totally new to their role and have to spend time figuring out what they are supposed to do. Maybe there was a mess left from the past folks that are consuming too much of the time to get to the what is next. Whatever the reason, it is safe to say that the what next should be communicated early on. As quickly as possible. That could be additional restructuring, new roles, new players or just a focus on cost savings. It does not matter what it is – communication needs to happen.

I wrote a while ago about what I typically would do in my 90 day plan. Check it out for more details… If 90 days is too long – then you can shorten the plan up. It just requires spending a more intense learning curve.

What should be your focus?

1. Learn your job first: It is easy to just jump in and potential fix what you think is broken. It really is best to learn your role. Be a role model of performing your job.
2. Learn your people’s roles: Spend time learning and watching what they are doing. Ask questions. Get them to think about better ways to accomplish those tasks. Look at better ways to do those roles as well.
3. Get feedback from other team’s: Spend time talking to the organizations support groups on the good, the bad and the ugly. Don’t judge. Get their perspectives, you are new. They have lived with this in the past.
4. Talk to customers: As them for an honest assessment of how the working relationship has been in the past. Again, don’t judge. Listen carefully. They pretty much will tell you how they would like to see it.
5. Sit down with paper and pencil: I like the Green, Yellow and Red approach to what you gathered. Green for what you know needs to continue. This could be outstanding customer support when issues arise. Anything that is going well. Yellow – is those areas that you know should be done, but are a struggle today. Things like – you have a should cost model that the organization has yet to accomplish. Continuous improvement is just words and are little or no action taken. Focus needs to be put upon those. Red – those areas that need to stop ASAP. Things like – no teamwork among the employees. Inventory tracking is lacking and you don’t know exactly what is on hand.
6. Putting Paper to Plans: Here is the difficult part. You plenty to do. It could be overwhelming.  You need to get to a space with a white board or flipcharts and draw up your short term must do’s. Make them the priority items for your organization. Mid range plans come next – those items that are 30 – 60 days out. You have to write them down and start planning for them or before you know it – that time has past. Long term items – store in a list – and keep them clearly on your desk. You don’t have time today, but they need focus.

It is overwhelming and can be a big pain in the butt… If you do nothing – the best that is going to happen is slightly better than before. Your stress level will be way up. You will probably be lacking sleep from time to time. Best to put pen to paper and document. Then communicate to the folks what is needed. Assign folks to tasks that they should be able to help out on. Follow up with them to see how they are doing. You all are in this together.