Conditions have changed. Your company has to follow.
Realignment
You know what it's about: things have shifted, and you have to act. What's open is how. Which steps will hold, what comes first, and what the organization needs for it.
Schedule an initial conversationWhat forces you to act
One or more of these criteria have changed. You know you have to respond.
From the outside
Market and environment
- Market and demand
- Competition
- Changing customer behavior
- Price or margin pressure
- Technology
- Regulation
- Supply chains
From the inside
Company and owners
- Resources: staff, know-how, capacity
- Growth or shrinkage
- Integrating units
- Requirements from owners, the parent company, or investors
- Succession
- Financing
What a realignment rarely lacks is a reason. What it lacks is the way. Commit too early, and you close off options. Wait too long, and you lose them.
Where we look
Which line comes first depends on what has changed. I examine the others along with it, because a realignment almost always pulls other areas along.
Market, competition, customer behavior
Products & services
What will your offering need to deliver, and how does it land today? I examine experience, promise, and fit with the changed market.
Resources, growth, integrating units
Organization
Can your structure carry what’s coming? I examine structures, processes, and governance, and together we design them for the new situation.
The big pivotal decision
Decision Architecture
When the realignment hinges on a decision that is hard to reverse: clarify what is really being decided before it becomes irreversible.
When leadership has to lead differently
Leadership
A new situation brings new demands on the leadership team: roles, responsibility, and collaboration that fit the new direction.
How we go about it
In the initial conversation, we sort out which criteria are forcing you to act and where the leverage lies. Then, in the audit, I clarify what the new situation means for your company. In the lab, we design the new configuration with your people, in short cycles. I guide the implementation as a project or on an ongoing basis.
Approach
The path in three stages
- Initial conversationBefore stage 1: the initial conversation. Clarity on whether to continue, and with what.
- Stage 1ClarifyFindings: what holds up, what blocks, what options there are
- Stage 2Design or decideSolutions, developed and tested with your people in short cycles
- Stage 3ImplementFindings and solutions become practice and structure, as a project or ongoing
Let's get to know each other.
The first step is clarity: an initial conversation.
Schedule an initial conversation