About this item
A Practical Guide in Five StepsMost 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.
About the Author
Stephen Heidari-Robinson was a leader in McKinsey & Company's organization practice, heading the firm's work on energy-sector reorganizations and on the practicalities of implementating reorganizations across all sectors. Stephen was UK Prime Minister David Cameron's energy and environment adviser. He has also worked as a vice president at Schlumberger, as head of a not-for-profit focused on Asia, as an analyst for a private equity player, and as a UK civil servant. Stephen was educated in history at Oxford and London Universities and is a fluent Persian speaker. He lives in Surrey in the UK with his wife, Neggin.
