How to Make Reorganization the Answer, Not the Beginning of the End

Posted October 20, 2012

There is always much fanfare when a company announces their “reorganization”. The driver is usually to improve profitability and performance. I always watch these companies to see whether they achieved that goal. Sadly, I don’t see it happen often. Why? Leaders will typically focus on a nagging internal problem such as reducing the number of their direct reports or consolidating of business units. They miss the cascading impact of the change on the people that serve clients and ultimately the clients themselves.

If restructuring doesn’t actually pave the way for better and faster decisions or put innovative ideas into practice faster, or bring talent and services to bear more seamlessly, then shaking things up didn’t accomplish anything and may have made it worse. When we work with our clients we test new ideas against what that will mean to the client or those that serve clients, first. Only then can we focus on reorganizing to solve any nagging internal issue.

Business Strategies, consolidation, reorganization

Ann Banning - Wright

CLIENT:	Large Engineering Firm
CHALLENGE:	Extend and secure new contracts in the area of Data Centers for telecommunication, finance and media industries.
RESEARCH:	Designed face-to-face interviews that reveal the challenges and the breakdowns that cause the most pain in data centers.
DISCOVERY OF UNTAPPED POTENTIAL:	Identified “downtime” as the most critical concern evidenced by a financial institution losing $260 million dollars a minute when their check processing centers went off line. A variety of well- intentioned vendors, designers, departments and process operators were responsible for getting back online but we discovered they were often working independently in silo’s – a cumbersome and inefficient response to an expensive problem.
HARNESS POTENTIAL:	Plucked individuals from across departments and disciplines to assemble a team dedicated to “Collaborative Design and Operations for Data Center Uptime. Newly formed team collaboratively built and marketed a unique practice promising result. Data Center Uptime Named the Offer > OnlinEnivronments. Specified all the moving parts of the OnlineEnvironments Design Solution and the cost benefit. Geography of Facility – Architecture and Engineering of Facility – IT Infrastructure and Facilities Management – Process Design and Outage Prevention Management
RESULTS:	Out-of-the-gate this untapped potential accelerated growth and generated 14million dollars of new revenue. This success demonstrates how a distinctive solution accelerates a company’s capacity to become market leaders, to choose their clients and to charge more for it. The optimum result of working with Bright Operations is the creation of a structural and operational eco-system that is sustainable over time, producing preferred transactions and smart market extensions over and over again. In other words, “Wow, we’ve done it again!”

How to Make Reorganization the Answer, Not the Beginning of the End

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How to Make Reorganization the Answer, Not the Beginning of the End

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