Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Organization Restructuring_ Guest Speaker at Haas/Berkeley.


Published on

Presentation of a guest lecture for Dr. Fellow's class at Haas Business School/Berkeley.

Published in: Business
  • Be the first to comment

  • Be the first to like this

Organization Restructuring_ Guest Speaker at Haas/Berkeley.

  1. 1. Case Studies: JP Morgan Chase, Yahoo!, Organization Restructuring Guest Speaker to Dr. Fellow Haas Business School: Summer 2013 Hsiang-Yi Lin
  2. 2. Introductions 2000 2009 2013 2012
  3. 3. Corporate Merge 2000
  4. 4. • 5x the size of relationships matrix • Overlap and/or unclear R&R and accountability • Lack of dedicated resources Startup Acquisition 2008
  5. 5. Strategic Alignment 2012+ • New culture orientation • New capabilities • New organization design Organization Goal: 5,000 Savers in 10 year  1,000,000 Savers in 10 years Business Strategy: Product-orientated model leveraging technology
  6. 6. Common Mistake # 1  Mistake: Senior executives impose reorganization and restructuring from the top down.  Result: Blind spots on day to day operation effectiveness due to lack of knowledge of the inner working of the organization (processes, systems, decision making, etc.).  Instead Try: Enlist middle managers, key support staff, connectors of the organization throughout the analysis, planning, and implementation process. The engagement process serves two purposes: input & buy in.  You can’t buy in till you have a chance to weigh in!
  7. 7. Common Mistake # 2  Mistake: Unrealistic expectation to monetize and expectations for quick wins. Sustainable change management and leadership efforts take time and hard work.  Result: Not take account of organization inertia and create organization confusion and panic.  Instead Try: Incorporate change efforts explicitly and deliberately on leadership agenda. It’s a continuous process to transform organizations – constant improvement, innovation, and adaptation.
  8. 8. Common Mistake # 3  Mistake: Senior executives fail to communicate strategic vision (the ‘why’ behind the change) clearly and repetitively, in a fashion that ties directly to people’s day to day.  Result: Disconnected and resistance to change as an employee does not understand the ‘why’ and ‘why me’.  Instead Try: Strategic Planning is different from Strategic Visioning, the latter goes beyond the goals and #s to paint a picture for the future that matters to the people. Communication of vision needs to be multi-channel, personal (rationale + emotive), and consistent so it can breakthrough
  9. 9. What is Common?
  10. 10. Successful organizational change efforts don’t do it to people they do it with people.
  11. 11. Clear about Business Strategy & Objective Tie Business Strategy to Organization Design Consider Impact to Think about Organization Culture & In Summary …. 1 2 3 4
  12. 12. Questions? Hsiang-Yi Lin