Teams read what their leaders tolerate on organisational restructuring programmes far more accurately than what their leaders announce. The hardest part of the organisational leadership discipline is rarely deciding — it is holding the decision when it becomes unpopular. Content is organised around the decisions practitioners actually face in the organisational leadership capability, not around theory headings. Participants take away a working set of documents supporting organisational restructuring programmes, ready to be adapted internally. A common pattern is strong design of this part of organisational leadership paired with weak follow-through. Benchmarking exercises repeatedly place this strand of organisational leadership among the areas with the widest performance spread. Discussion is anchored to worked examples of organisational restructuring programmes rather than to abstract argument. Participants come from operational and oversight roles, and both perspectives on this part of organisational leadership are used deliberately. The closing exercise tests whether the participant's plan for the practice within organisational leadership survives a hostile question.
Expected Learning Outcomes
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Define the scope and boundaries of organisational restructuring programmes so that responsibility for it is unambiguous.
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Protect the team's capacity so organisational restructuring programmes is not delivered through exhaustion.
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Review contracts and agreements for the obligations they create around organisational restructuring programmes.
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Delegate responsibility for organisational restructuring programmes without losing sight of the outcome.
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Judge when to escalate organisational restructuring programmes and when to absorb it.
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Make decisions on organisational restructuring programmes at the right speed for the risk involved.
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Establish escalation routes for organisational restructuring programmes that work outside normal hours.
Who Should Attend
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Coordinators responsible for keeping records and documentation of organisational restructuring programmes current.
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Public sector managers applying organisational restructuring programmes within institutional constraints.
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Board members and non-executives overseeing organisational restructuring programmes.
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Team leaders responsible for daily delivery of organisational restructuring programmes.
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Project and programme managers whose delivery depends on organisational restructuring programmes.
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High-potential staff being prepared for wider responsibility for organisational restructuring programmes.
Course Modules
Open any module to see its sessions and topics.
01
Organisational restructuring programmes: deciding under pressure and incomplete information
2 sessions · 8 points
Session 1Recovering after a visible mistake on organisational restructuring programmes
Ask the team what they think is wrong with the plan for organisational restructuring programmes.
Plan the sequence in which improvements to organisational restructuring programmes will be introduced.
Rehearse the briefing on organisational restructuring programmes that would follow an incident.
Write down the reasoning behind your position on organisational restructuring programmes.
Session 2Holding the line on organisational restructuring programmes when it costs you
Agree the standard on organisational restructuring programmes and confirm it applies to everyone.
Identify single points of dependency in organisational restructuring programmes and reduce them.
Close out actions on organisational restructuring programmes rather than leaving them open indefinitely.
Name a single owner for each element of organisational restructuring programmes.
02
Organisational restructuring programmes: the conversations that decide the outcome
2 sessions · 8 points
Session 1The cost of organisational restructuring programmes and how to present it
Test whether the team can explain organisational restructuring programmes in their own words.
Establish the boundary of organisational restructuring programmes and record what sits outside it.
Set out the decisions in organisational restructuring programmes that require sign-off and by whom.
Prepare how you will respond when organisational restructuring programmes is challenged publicly.
Session 2The meeting that finally unblocks organisational restructuring programmes
State the outcome expected from organisational restructuring programmes in a single sentence anyone can repeat.
Identify which function can quietly block organisational restructuring programmes and address it directly.
Identify the conversation about organisational restructuring programmes you have been postponing, and schedule it.
Set the decision rights on organisational restructuring programmes: who decides, who is consulted, who is told.
03
Organisational restructuring programmes: resilience and the personal cost of leading
2 sessions · 8 points
Session 1Delegating organisational restructuring programmes without abandoning it
Check that records of organisational restructuring programmes answer the questions likely to be asked.
Prepare the summary of organisational restructuring programmes that senior management will read.
Establish what evidence demonstrates organisational restructuring programmes is under control.
Decide the point at which you would escalate organisational restructuring programmes.
Session 2Moving organisational restructuring programmes from approval to execution
Identify your successor for organisational restructuring programmes and the gap they need to close.
Collect evidence on the present handling of organisational restructuring programmes before proposing changes.
Map the handovers in organisational restructuring programmes between functions and secure them.
Define acceptance criteria for organisational restructuring programmes in advance.
