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ReOrg

Stephen Heidari-Robinson

  • Bindwijze: Hardcover
  • Taal: en
  • Categorie: Economie & FinanciĆ«n
  • ISBN: 9781633692237
How to Get It Right
Inhoud
Taal:en
Bindwijze:Hardcover
Oorspronkelijke releasedatum:15 november 2016
Aantal pagina's:256
Illustraties:Met illustraties
Betrokkenen
Hoofdauteur:Stephen Heidari-Robinson
Tweede Auteur:Suzanne Heywood
Co Auteur:S Heidari-Robinson
Co Auteur:S Heidari-Robinson
Overige kenmerken
Extra groot lettertype:Nee
Product breedte:165 mm
Product hoogte:25 mm
Product lengte:241 mm
Studieboek:Ja
Verpakking breedte:155 mm
Verpakking hoogte:234 mm
Verpakking lengte:234 mm
Verpakkingsgewicht:499 g
Overige kenmerken
Extra groot lettertype:Nee
Product breedte:165 mm
Product hoogte:25 mm
Product lengte:241 mm
Studieboek:Ja
Verpakking breedte:155 mm
Verpakking hoogte:234 mm
Verpakking lengte:234 mm
Verpakkingsgewicht:499 g

Samenvatting

A Practical Guide in Five Steps Most 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. Based on their twenty-five years of combined experience managing reorgs and on McKinsey research with over 2,500 executives involved in them, the authors distill what they and their McKinsey colleagues have been practicing as an art into a science that executives can replicate--in companies or business units large or small. It isn't rocket science and it isn't bogged down by a lot of organizational theory: the five steps give people a simple, logical process to follow, making it easier for everyone--both the leaders and the employees who ultimately determine a reorg's success or failure--to commit themselves to and succeed in the new organization.