, 8 tweets, 1 min read Read on Twitter
I find it remarkable how often "leadership teams" sabotage the organisations they purportedly work for. There are many ways in which this happens, but I want to focus on one that I see quite frequently.
Reorganisations often take place because somebody gets singled our for greatness, or more frequently, somebody senior finally gets identified as being a bit shit but no-one really wants to do anything about it.
When organisations reorg just to accommodate someone they don't really want to accommodate, they tend to just organise people into slightly different groupings, while ignoring the operating model, tooling and business intelligence.
A reorg without a corresponding change to the operating model, tooling and business intelligence is one of the greatest acts of sabotage a management team can inflict upon itself.
In these circumstances, people don't change how they work. They keep doing the same things they were always doing to keep things going, except now anyone new to the organisation doesn't understand how it functions.
All the reports and KPIs keep saying things are fine, but what is happening under the water is that people are frantically emailing and messaging each other back and forth, to ensure that nothing gets dropped.
Something will get dropped though. And when it does, the email threads will come out to help identify who dropped what, and when. You now have a poisonous culture in which no-one trusts anybody else, and your organisation will be led by the most meticulous inbox organisers.
So by all means, reorganise. But don't think you can do it without a lot more work than fucking around with an organogram.
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