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A reorg is one of the most common interventions leaders turn to for organizational change, and often the first: everything from adding, merging, or breaking teams apart to rethinking how whole organizations are structured (should we be product-led or customer-led, geographically partitioned or split into business units?). But when is a reorg really the right intervention?

The logic of starting

What’s the biggest threat to your organization right now? A coming recession? The labor shortage? Geopolitical instability? Domestic political chaos? Supply chain disruptions? Inflation? Oil prices? The answer, of course, is all of the above, coalesced in the form of uncertainty. Uncertainty is, without question, the greatest foe for any leader: the thing that’s keeping you up nights, ratcheting up

For confident leaders, change is an opportunity. Shifts, whether in the market or in the organization itself, create new possibilities to be explored. Of course, with new possibilities comes the need for decision-making and action. Each new change demands a confident response, whether to embrace, reject, or ignore the change, and the wisdom of that response may deliver a windfall

If you rewind the tape on many dysfunctional teams, you find that the inciting incident was a simple case of unstated expectations and norms. Someone didn’t know not to hit reply-all with their question (which inadvertently read like criticism). Or someone didn’t know they couldn’t make the decision for themselves, so they took initiative but stepped on toes. A conflict

Before the 1980’s, most executives thought corporate strategy was a wasted effort. That may sound ludicrous now, but the prevailing wisdom of the time was very much, “build a good product and people will buy it.” After all, that simplicity had served organizations well since the very founding of corporate management, and this new idea called strategic planning which required

When we begin a coaching conversation with a leader trying to change their company culture, we often evoke the image of crossing a turbulent river to illustrate their upcoming journey as we ask, “What’s to be found or gained by reaching the other side? What can you leave behind now to ease the burden of the crossing? Whose help might

Leaders are understandably concerned about the impact of remote work and hybrid work on company culture: how will new employees learn established ways of working if they’re not sitting next to each other? How can you foster loose ties between employees if they’re no longer running into each other in the office? And how can you encourage better work life

When something goes wrong in your organization, who gets blamed—and how does the team fix it? 36 years ago this week, the Chernobyl reactor exploded, threatening Europe, and the world at large, with radioactive fall-out. Scientists, politicians, and thousands of workers made heroic efforts at great personal risk to contain the damage and prevent another disaster, despite the sclerotic, paranoid