Strategic Restructuring and Organizational Developments

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Strategic Restructuring and Organizational Developments


This discussion is directed toward company restructuring and repositioning, specifically my personal experiences in a project dependant industry, and the evolution of a business structure and organizational culture of flexibility and adaptability. Many companies operating in a project specific and contract dependant industry are required to align employees with processes and strategies to ensure smooth transition in an often dynamic and changeable environment. Companies competing in dynamic market environments have evolved and adapted to stay competitive and profitable. It is important to recognize the alignment of company culture toward the employee and the
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The real impact during transition was felt on a personal level with organizational structure change and project reassignment.

Change can often be viewed as positive, as the case in a successful completion of a life cycle project. The project life cycle is finite and inevitable; there is excitement surrounding potential for new project opportunities. Also technology and business process improvement can be embraced as the new generation becomes more accepting and involved in technological advances. Alternatively, negative sentiment can occur in the case of an unexpected and unplanned scenario such as acquisition or contract non-renewal. Forced change can be extremely difficult, particularly when the changes are unexpected and devoid of a provisional contingency plan.

Effective Strategy Implementation

An effective restructuring implementation strategy must be considered from the perspective of the organization, the individual and management. In addition, it is important to distinguish the interrelation factors which drive the organization as a whole through the restructuring planning, transition and recovery. The factors affecting strategy implementation in discussion are:
 Organizational Objective – defining the objective and formulating a strategy.
 People Aspects – the impact on employees.
 Management of the Transition – actions for positive
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