Organizational Restructuring Quotes

Organizational restructuring is something that should take place within a company fairly regularly. With our modern day economy being as dynamic as it is, and with change being as prevalent as it is, companies need to be adaptive and flexible - and that requires regular restructuring.

we had to unlearn a great deal of what we thought we knew about how war—and the world—worked. We had to tear down familiar organizational structures and rebuild them along completely different lines, swapping our sturdy architecture for organic fluidity, because it was the only way to confront a rising tide of complex threats. Specifically, we restructured our force from the ground up on principles of extremely transparent information sharing (what we call “shared consciousness”) and decentralized decision-making authority (“empowered execution”). We dissolved the barriers—the walls of our silos and the floors of our hierarchies—that had once made us efficient. We looked at the behaviors of our smallest units and found ways to extend them to an organization of thousands, spread across three continents. We became what we called “a team of teams”: a large command that captured at scale the traits of agility normally limited to small teams.

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The first pillar of the plan to fall into place was organizational. Almost immediately, Charles Koch set about restructuring the interlocking group of companies that Fred Koch had left behind. The confusing amalgam of corporate entities—the engineering company, the oil gathering business, the pipelines, the ranches—would soon be welded into a single entity. The second pillar of Charles Koch’s plan was physical: the company would be based in a new office complex. Before Fred Koch died, the company had offices in a downtown building that was named after him. But by a stroke of coincidence, that building was scheduled to be demolished just when Fred died, torn down in order to make way for an urban renewal project. In its place, Charles Koch oversaw the construction of new headquarters, this one on the far-northeast corner of town.

Competitive pressures forced Goldman to reexamine and modify its strategy. For example, Goldman redesigned and restructured into industry groups. Industry knowledge was so valued that, for example, I worked on projects evaluating whether Goldman should buy a consulting firm with deep industry knowledge and CEO contacts, or a boutique investment bank focused on an industry-like technology. Goldman also put greater emphasis on expanding its powerful network of key decision makers (CEOs, chief investment officers, government officials, etc.) and on trying to ensure that the relationships and information were highly coordinated and selectively and tactically shared.

During the past thirty years there has been a so-called hidden revolution in the introduction and development of new organizational structures. Management has come to realize that organizations must be dynamic in nature; that is, they must be capable of rapid restructuring should environmental conditions so dictate. These environmental factors evolved from the increasing competitiveness of the market, changes in technology, and a requirement for better control of resources for multiproduct firms. More than forty years ago, Wallace identified four major factors that caused the onset of the organizational revolution