"Reorganizations fail - or simply don't achieve the full scope of expected outcomes - not because the structural design is flawed, but because people don't adapt fast enough. From the start, leaders needed to engage staff at every level. Don't just hold "town halls," but embed meaningful feedback loops across all levels of the organization to detect confusion or resistance early. Communication must regularly flow both downward and upward; midlevel managers are the shock absorbers, and if they are left out, misalignment or dissent festers."
"Similarly, cross‑agency collaboration is essential, especially when merging systems, processes and cultures. In FPAC, we often discovered that two units had parallel functions under different names, or conflicting business practices. Those conflicts had to be surfaced early and resolved through joint working groups, not after the fact. Expect mistakes. Build governance before you need it. No reorganization proceeds without missteps."
Effective reorganizations require proactive communication, collaboration, and change management. Leaders must engage staff at all levels and create meaningful feedback loops rather than one-way town halls. Midlevel managers must be included to prevent misalignment and dissent. Cross-agency collaboration is necessary to identify parallel functions, conflicting practices, and to resolve them with joint working groups. Mistakes should be expected, and pre-established governance and correction mechanisms should be in place to catch and reverse errors quickly. Oversight committees and exception processes can prevent bottlenecks when shifting process ownership or reassigning systems.
Read at Nextgov.com
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