Our experience in accompanying international public organisations in their reorganization processes, goes in line with the following insight: one of the most important challenges and reasons for success (or failure) of reorganizations is the lack of a meaningful engagement of staff and other stakeholders.
Communication should not be seen as an isolated action within the reorganization plan once the reorganization decision is taken, but rather as a key enabling and continous element even before the process starts. If communication is clear, very frequent and engaging, it will contribute to reduce the levels of anxiety and allow for a better understanding of the reorganization purposes by all actors involved.
A corporate reorganization doesn’t have to create chaos. But many do when there is no clear plan for communicating with employees and other stakeholders early, often, and over an extended period.