Organization Restructuring_ Guest Speaker at Haas/Berkeley.

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Presentation of a guest lecture for Dr. Fellow's class at Haas Business School/Berkeley.

Transcript of Organization Restructuring_ Guest Speaker at Haas/Berkeley.

  • 1. Case Studies: JP Morgan Chase, Yahoo!, Earn.org Organization Restructuring Guest Speaker to Dr. Fellow Haas Business School: Summer 2013 Hsiang-Yi Lin

2. Introductions 2000 2009 2013 2012 3. Corporate Merge 2000 4. 5x the size of relationships matrix Overlap and/or unclear R&R and accountability Lack of dedicated resources Startup Acquisition 2008 5. Strategic Alignment 2012+ New culture orientation New capabilities New organization design Organization Goal: 5,000 Savers in 10 year 1,000,000 Savers in 10 years Business Strategy: Product-orientated model leveraging technology 6. Common Mistake # 1 Mistake: Senior executives impose reorganization and restructuring from the top down. Result: Blind spots on day to day operation effectiveness due to lack of knowledge of the inner working of the organization (processes, systems, decision making, etc.). Instead Try: Enlist middle managers, key support staff, connectors of the organization throughout the analysis, planning, and implementation process. The engagement process serves two purposes: input & buy in. You cant buy in till you have a chance to weigh in! 7. Common Mistake # 2 Mistake: Unrealistic expectation to monetize and expectations for quick wins. Sustainable change management and leadership efforts take time and hard work. Result: Not take account of organization inertia and create organization confusion and panic. Instead Try: Incorporate change efforts explicitly and deliberately on leadership agenda. Its a continuous process to transform organizations constant improvement, innovation, and adaptation. 8. Common Mistake # 3 Mistake: Senior executives fail to communicate strategic vision (the why behind the change) clearly and repetitively, in a fashion that ties directly to peoples day to day. Result: Disconnected and resistance to change as an employee does not understand the why and why me. Instead Try: Strategic Planning is different from Strategic Visioning, the latter goes beyond the goals and #s to paint a picture for the future that matters to the people. Communication of vision needs to be multi-channel, personal (rationale + emotive), and consistent so it can breakthrough 9. What is Common? 10. Successful organizational change efforts dont do it to people they do it with people. 11. Clear about Business Strategy & Objective Tie Business Strategy to Organization Design Consider Impact to Think about Organization Culture & In Summary . 1 2 3 4 12. Questions? Hsiang-Yi Lin [email protected]