000			03724cam a22003978i 4500
001			ocn948671141
003			OCoLC
005			20240726105210.0
008			160502s2016 mau of 001 0 eng
010			_a2016020787
040			_aDLC _beng _erda _cDLC _dOCLCO _dOCLCF _dOCLCQ _dNT
020			_a9781633692244 _q((electronic)l(electronic)ctronic)
042			_apcc
050	1	0	_aHD38 _b.R467 2016
049			_aMAIN
100	1		_aHeidari-Robinson, Stephen, _e1
245	1	0	_aReOrg : _bhow to get it right / _cStephen Heidari-Robinson and Suzanne Heywood.
260			_aBoston, Massachusetts : _bHarvard Business Review Press, _c(c)2016.
300			_a1 online resource
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
504			_a2
520	0		_aMost 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.-- _cProvided by publisher.
505	0	0	_aPart 1. Why reorgs are so difficult: The data: what works and what doesn't -- _tCommunicating to stakeholders: the rules of engagement -- _tPart 2. A better way: the 5 step process: Step 1: Construct the reorg's profit and loss -- _tStep 2: Understand current weakness and strengths -- _tStep 3: Choose from multiple options -- _tStep 4: Get the plumbing and wiring right -- _tStep 5: Launch, learn and course correct -- _tPutting it all together -- _tAppendices: Appendix 1: Cost-driven reorgs -- _tAppendix 2: M and A-driven reorgs -- _tAppendix 3: The legal context of reorgs in the European Union -- _tAppendix 4: Tools, templates and checklists for managing your reorg.
530			_a2 _ub
650		0	_aCorporate reorganizations _vHandbooks, manuals, etc.
650		0	_aIndustrial management _vHandbooks, manuals, etc.
655		1	_aElectronic Books.
700	1		_aHeywood, Suzanne, _e1
856	4	0	_uhttps://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=1798535&site=eds-live&custid=s3260518 _zClick to access digital title | log in using your CIU ID number and my.ciu.edu password
942			_cOB _D _eEB _hHD. _m2016 _QOL _R _x _8NFIC _2LOC
994			_a92 _bNT
999			_c92373 _d92373
902			_a1 _bCynthia Snell _c1 _dCynthia Snell