@article{763884,
      recid = {763884},
      author = {Heidari-Robinson, Stephen, and Heywood, Suzanne,},
      title = {ReOrg : how to get it right /},
      pages = {viii, 252 pages :},
      abstract = {Most executives will lead or be a part of a reorganization  (a "reorg"). And for 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. Perhaps 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 that companies treat a reorg as a mysterious  process and outsource it to people who don't understand the  business. But it doesn't have to be that way. Stephen  Heidari-Robinson and Suzanne Heywood, former leaders of  McKinsey's Organization practice, present a practical guide  for successfully planning and implementing a  reorg--demystifying and accelerating the process at the  same time. Based on their twenty-five years of combined  experience doing 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. Their approach  isn't complex, nor is it bogged down by a lot of  organizational theory: the five steps give executives a  simple, logical process to follow, making it easier for  everyone--both the leaders and the employees who ultimately  determine the success or failure of a reorg--to commit  themselves to and succeed in the new organization.--},
      url = {http://library.usi.edu/record/763884},
}