It is fast becoming a standard feature of the current uncertain times that organisations, big and small, are considering a significant restructure. Of course, restructures are an inevitable part of a complex organisation’s existence because, to survive, it must adapt to changing circumstances. The current economic uncertainties most certainly constitute changing circumstances.

As process and structure specialists, Bevington Group personnel have observed the good, the bad, and the ugly of restructures. We have seen the aftermath of many poorly conceived or poorly executed programs. I am sure you will recognize the indicators of such poorly executed change, they include:

• Lack of clarity on roles and responsibilities post restructure;
• Reduced service levels;
• Overworked employees;
• Dis-satisfied stakeholders;
• Reduced morale.
  

The Organisational Restructuring Program is aimed to help executive management lead transformation whilst being mindful of the redesign factors

• Align structure to strategy;
• Focus on core;
• Reduce complexity;
• Create feasible roles;
• Balance “own work” and supervisory load;
• Implement with clarity;
• Maintain flexibility.
  
  

This program is generally run in-house. It is designed to be a mix of the latest in theory and practise. The core components are

1. Confirming Strategy
2. Organisational Design Principles
3. Top Level Structural Design
4. SMART restructuring
   • In this method task and activity information is collected in detail and tasks are either Stopped, Maintained, Added, Reduced, or Transferred. As it happens this tends to reduce duplication and complexity as a holistic review will identify overlaps in activity. However, essentially it frees up time for core activity.
5. Restructuring Implementation