Pulling the Re-org Trigger

Hitting the Bullseye on Change

The hardest part of a re-org is pulling the trigger. After making the decision, the process moves along whether you like it or not, and while good execution can increase the likelihood of success, it will be done. The trigger decision is last point where you can back out - it is the point of no return.

In order to optimally initiate a re-org, two questions need to be answered:

1. Do you need a re-org in the first place?

2. If yes, when do you do it?

These are simple questions with complex answers, but you need clear and rational answers to both questions in order to do a re-org well, since these answers will guide you along the rest of the process.

Interestingly, while the first question has more complexity and depth, managers mostly make mistakes on the second question by pulling the trigger too late. This is due to the trolley problem - managers prefer to not actively cause harm and instead passively cause harm by not intervening. However, when re-orgs are inevitable, they will need to pull the trigger eventually, and the longer they wait, the less the environment is amenable it.

Here is a framework to answer the two key questions to trigger a re-org.

Do you need a re-org?

The primary purpose of a re-org is to realign the team to its future goals. If you are considering a re-org, this implies that the current team structure is not set up to tackle these future goals. This can be the case if there has be an implicit or explicit pivot in the company’s goals or priorities, or if the team structure has naturally drifted and lost focus. Identifying these two cases proactively will allow you to clearly understand whether you need a re-org or not.