April 25, 2008 1 Comment
Martin Weller across on his blog has written about how we have just been reviewed where we work at IET. The review has plenty of reasonable anlaysis but ends with a suggestion that IET splits in two and bifurcates – which if it is not handled carefully might lead to chaos, or at least some effort spent in the wrong place.
Martin’s post considers what happens when reorgs strike. I agree with his view that we ought perhaps not be so tied up with how we actually are organised, as Martin puts it
Actually, I think that with new ways of connecting, it’s not that the reorg should be more prevalent, but rather that organisational structures, which are often physical organisational structures, are increasingly irrelevant.
However I have another reference point for thinking about organisational change and that is the book the Dilbert Principle. I picked this up at the airport a few years back and found it shaped by view of how management works (even though there are several warnings to ignore such books and reminders that you are reading the management advice of someone who draws cartoons for a living). In the book Scott Adams makes some good points against “one off” activities with restructuring as the prime example of such activity. So I feel very cautious about setting off down that route. However if we can do something more about changes in ways of working, picking up on knowing what we are doing and why, building on the latest tools so that structure and boundaries matter rather less then I think the review and the push for change could do us some good.