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003			SA-PMU
005			20210418124707.0
008			160426s2016 mau 001 0 eng c
010			_a 2016019868
040			_aMH/DLC _beng _erda _cHLS _dDLC _dPUL _dYDXCP _dBDX _dBTCTA _dOCLCF _dJRZ _dMUU _dITD _dNRC _dFM0 _dOCLCO
019			_a945357287
020			_a9781633692237 _q(hardcover : alk. paper)
020			_a163369223X
020			_z9781633692244
035			_a(OCoLC)945232445 _z(OCoLC)945357287
042			_apcc
050	0	0	_aHD38.15 _b.H45 2016
082	0	0	_a658.4/02 _223
100	1		_aHeidari-Robinson, Stephen, _eauthor.
245	1	0	_aReOrg : _bhow to get it right / _cStephen Heidari-Robinson and Suzanne Heywood.
264		1	_aBoston, Massachusetts : _bHarvard Business Review Press, _c[2016]
300			_aviii, 252 pages : _billustrations ; _c25 cm
336			_atext _2rdacontent
337			_aunmediated _2rdamedia
338			_avolume _2rdacarrier
520			_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
500			_aIncludes index.
504			_aIncludes bibliographical references and index.
505	0		_aPart 1. Why reorgs are so difficult -- The data: what works and what doesn't -- Communicating to stakeholders: the rules of engagement -- Part 2. A better way: the 5 step process -- Step 1: Construct the reorg's profit and loss -- Step 2: Understand current weakness and strengths -- Step 3: Choose from multiple options -- Step 4: Get the plumbing and wiring right -- Step 5: Launch, learn and course-correct -- Putting it all together -- Appendix 1. Cost-driven reorgs -- Appendix 2. M & A-driven reorgs -- Appendix 3. The legal context of reorgs in the European Union -- Appendix 4. Tools, templates and checklists for managing your reorg.
650		0	_aCorporate reorganizations _vHandbooks, manuals, etc.
650		0	_aIndustrial management _vHandbooks, manuals, etc.
650		4	_aCorporate reorganizations.
650		4	_aIndustrial management.
650		7	_aCorporate reorganizations. _2fast _0(OCoLC)fst00879699
650		7	_aIndustrial management. _2fast _0(OCoLC)fst00971246
655		7	_aHandbooks and manuals. _2fast _0(OCoLC)fst01423877
655		7	_aHandbooks and manuals. _2lcgft
700	1		_aHeywood, Suzanne, _eauthor.
776	0	8	_iOnline version: _aHeidari-Robinson, Stephen, author. _tReOrg _dBoston, Massachusetts : Harvard Business Review Press, [2016] _z9781633692244 _w(DLC) 2016020787
938			_aBrodart _bBROD _n115275460
938			_aBaker and Taylor _bBTCP _nBK0018589368
938			_aYBP Library Services _bYANK _n12895796
029	1		_aAU@ _b000057383751
029	1		_aGBVCP _b858532832
942			_cBOOK
994			_aZ0 _bSUPMU
948			_hNO HOLDINGS IN SUPMU - 248 OTHER HOLDINGS
596			_a1 2
999			_c9190 _d9190