CINXE.COM

<!DOCTYPE html><html dir="ltr" lang="en"><head><meta charSet="utf-8"/><meta name="viewport" content="width=device-width, initial-scale=1.0"/><meta http-equiv="X-UA-Compatible" content="IE=edge"/><script>var McKinsey = {"ArticleTemplate":"Legacy","DaysSinceCMSPublication":"15","DisplayDate":"2/20/2018","OriginalPublicationDate":"2/20/2018","SitecoreId":"{75988CCB-978C-46C8-AC56-ED76A57BB582}","Title":"Reorganizing to capture maximum value quickly","ArticleType":"Article","ContentType":"Article","ServerNumber":"","IsPageRestricted":"true","UserID":"","RegistrationDate":"","LoginStatus":"logged_out","JobTitle":"","CompanyName":"","blogTags":null,"enableRegWall":true}; var pageMetaInformation = {"CurrentLanguage":"en","AlternateLanguages":[{"DisplayName":"English","LanguageCode":"en","Url":"/capabilities/people-and-organizational-performance/our-insights/reorganizing-to-capture-maximum-value-quickly"}],"NavigationLink":"capabilities","ActiveItemId":"{263B5075-2E73-4049-ACE5-A781C619B562}","OfficeCode":"","MiniSiteId":"{3BACEF67-76B1-4244-B48C-DBD94B0F2B61}"};</script><link rel="icon" href="/favicon.ico"/><link href="https://www.mckinsey.com/redesign/resources/css/styles-rc.css" rel="stylesheet"/><link rel="manifest" href="/manifest.json"/><link rel="dns-prefetch" href="//cdn.dynamicyield.com"/><link rel="dns-prefetch" href="//st.dynamicyield.com"/><link rel="dns-prefetch" href="//rcom.dynamicyield.com"/><link rel="dns-prefetch" href="//cdn.cookielaw.org"/><link rel="preconnect" href="//assets.adobedtm.com"/><link rel="preconnect" href="//connect.facebook.net"/><link rel="preconnect" href="//static.hotjar.com"/><link rel="preload" as="font" href="/next-static/fonts/bower/Bower-Bold.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/regular/McKinseySans-Regular.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/medium/McKinseySans-Medium.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/light/McKinseySans-Light.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/italic/McKinseySans-Italic.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/light-italic/McKinseySans-LightItalic.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/medium-italic/McKinseySans-MediumItalic.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/noto-sans-jp/NotoSansJP-Light.ttf" type="font/ttf" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/noto-sans-jp/NotoSansJP-Regular.ttf" type="font/ttf" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/noto-sans-jp/NotoSansJP-Medium.ttf" type="font/ttf" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/noto-sans-jp/NotoSansJP-Bold.ttf" type="font/ttf" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/noto-sans-jp/NotoSansJP-Black.ttf" type="font/ttf" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/noto-serif-jp/NotoSerifJP-Bold.ttf" type="font/ttf" crossorigin=""/><meta name="apple-itunes-app" content="app-id=674902075"/><link rel="apple-touch-icon" sizes="57x57" href="/next-static/images/mck-touch-icon-57x57.png"/><link rel="apple-touch-icon" sizes="72x72" href="/next-static/images/mck-touch-icon-72x72.png"/><link rel="apple-touch-icon" sizes="114x114" href="/next-static/images/mck-touch-icon-114x114.png"/><link rel="apple-touch-icon" sizes="144x144" href="/next-static/images/mck-touch-icon-144x144.png"/><link rel="apple-touch-icon" sizes="152x152" href="/next-static/images/mck-touch-icon-152x152.png"/><link rel="apple-touch-icon" sizes="167x167" href="/next-static/images/mck-touch-icon-167x167.png"/><link rel="apple-touch-icon" sizes="180x180" href="/next-static/images/mck-touch-icon-180x180.png"/><meta content="no-referrer-when-downgrade" name="referrer"/><meta content="McKinsey & Company" property="og:site_name" name="site_name"/><meta content="Reorganizing to capture maximum value quickly" property="og:title" name="title"/><meta content="Companies need an organizational design that’s stable yet can respond quickly to threats and opportunities. Here’s how to build one." property="og:description" name="description"/><meta content="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/reorganizing-to-capture-maximum-value-quickly" name="url" property="og:url"/><meta content="index,follow,all" name="robots"/><meta content="https://www.mckinsey.com/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/reorganizing%20to%20capture%20maximum%20value%20quickly/reorganizing-capture-maximum-1536x1536-400.jpg" property="og:image" name="image"/><meta content="{75988CCB-978C-46C8-AC56-ED76A57BB582}" name="sid"/><link href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/reorganizing-to-capture-maximum-value-quickly" rel="canonical"/><meta content="Organization" name="practice-name"/><meta content="N10" name="practice-code"/><meta content="summary_large_image" name="twitter:card"/><meta content="@mckinsey" name="twitter:site"/><title>Reorganizing to capture maximum value quickly | McKinsey</title><meta content="Insights & Publications" name="sections"/><meta content="Reorganizing to capture maximum value quickly" name="twitter:title"/><meta content="Companies need an organizational design that’s stable yet can respond quickly to threats and opportunities. Here’s how to build one." name="twitter:description"/><meta content="Article" property="contenttype" name="contenttype"/><meta content="https://www.mckinsey.com/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/reorganizing%20to%20capture%20maximum%20value%20quickly/reorganizing-capture-maximum-1536x1536-400.jpg?mw=677&car=42:25" name="twitter:image"/><meta content="Reorganizing to capture maximum value quickly" name="twitter:image:alt"/><meta content="true" name="mobileready"/><meta content="public" name="accesslevel"/><meta content="false" name="excludefromclientlink"/><meta content="article" name="articletype"/><meta content="Scott Keller" name="authors-name"/><meta content="2018-02-20T00:00:00Z" name="itemdate"/><meta content="Organization | Article | February 20, 2018" name="searchresults-tags"/><script type="application/ld+json">{"@context":"https://schema.org","@type":"Article","url":"https://www.mckinsey.com","publisher":{"@type":"Organization","name":"McKinsey & Company","logo":{"@type":"ImageObject","url":"https://www.mckinsey.com/~/media/Thumbnails/Mck_Logo"}},"mainEntityOfPage":{"@type":"WebPage","@id":"https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/reorganizing-to-capture-maximum-value-quickly"},"datePublished":"2018-02-20T00:00:00Z","dateCreated":"2018-02-15T19:23:35Z","dateModified":"2018-02-20T00:00:00Z","heading":"Reorganizing to capture maximum value quickly","image":"https://www.mckinsey.com/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/reorganizing%20to%20capture%20maximum%20value%20quickly/reorganizing-capture-maximum-1536x1536-400.jpg","description":"Companies need an organizational design that’s stable yet can respond quickly to threats and opportunities. Here’s how to build one.","author":[{"@type":"Person","name":"Scott Keller","url":"https://www.mckinsey.com/our-people/scott-keller"}]}</script><meta name="next-head-count" content="63"/><meta name="next-font-preconnect"/><script src="" id="onetrust-wrapperchecker" data-nscript="beforeInteractive">function OptanonWrapperChecker() {}</script><link rel="preload" href="/_next/static/css/e0c1ca92b5263a45.css" as="style"/><link rel="stylesheet" href="/_next/static/css/e0c1ca92b5263a45.css" data-n-g=""/><link rel="preload" href="/_next/static/css/985443d8095c0b48.css" as="style"/><link rel="stylesheet" href="/_next/static/css/985443d8095c0b48.css" data-n-p=""/><link rel="preload" href="/_next/static/css/b9ab7b649e8aa36e.css" as="style"/><link rel="stylesheet" href="/_next/static/css/b9ab7b649e8aa36e.css"/><link rel="preload" href="/_next/static/css/72fc56b1fbe032aa.css" as="style"/><link rel="stylesheet" href="/_next/static/css/72fc56b1fbe032aa.css"/><link rel="preload" href="/_next/static/css/0935b32e9890fd0a.css" as="style"/><link rel="stylesheet" href="/_next/static/css/0935b32e9890fd0a.css"/><link rel="preload" href="/_next/static/css/5e45d445fc213154.css" as="style"/><link rel="stylesheet" href="/_next/static/css/5e45d445fc213154.css"/><noscript data-n-css=""></noscript><script defer="" nomodule="" src="/_next/static/chunks/polyfills-5cd94c89d3acac5f.js"></script><script src="https://cdn.cookielaw.org/scripttemplates/otSDKStub.js" data-document-language="true" type="text/javascript" data-domain-script="915b5091-0d7e-44d2-a8c4-cf08267e52fe" defer="" data-nscript="beforeInteractive"></script><script defer="" src="/_next/static/chunks/281.cc3ac8578a543e8e.js"></script><script defer="" src="/_next/static/chunks/6731.9bccca8a7edb0704.js"></script><script defer="" src="/_next/static/chunks/67.8479772cf0b0738e.js"></script><script defer="" src="/_next/static/chunks/2991.4cb0aa2f9f53e653.js"></script><script defer="" src="/_next/static/chunks/8391.a64dec5b7b976b97.js"></script><script src="/_next/static/chunks/webpack.7b31c4548c626f3b.js" defer=""></script><script src="/_next/static/chunks/framework.62bbe2ca94854a85.js" defer=""></script><script src="/_next/static/chunks/main.51e10588adc949ca.js" defer=""></script><script src="/_next/static/chunks/pages/_app.5f99628c3d07543d.js" defer=""></script><script src="/_next/static/chunks/3b1baa31.cd6cdac6158774d8.js" defer=""></script><script src="/_next/static/chunks/7d0bf13e.8f3383787afb45af.js" defer=""></script><script src="/_next/static/chunks/1354.c34ddc4bd7c986c8.js" defer=""></script><script src="/_next/static/chunks/408.2780008a4c2ee197.js" defer=""></script><script src="/_next/static/chunks/pages/%5B%5B...path%5D%5D.eb738e7c87df0dc8.js" defer=""></script><script src="/_next/static/9vYT_fWQKRjfPT7lAZJdB/_buildManifest.js" defer=""></script><script src="/_next/static/9vYT_fWQKRjfPT7lAZJdB/_ssgManifest.js" defer=""></script><script src="/_next/static/9vYT_fWQKRjfPT7lAZJdB/_middlewareManifest.js" defer=""></script> <script>(window.BOOMR_mq=window.BOOMR_mq||[]).push(["addVar",{"rua.upush":"false","rua.cpush":"false","rua.upre":"false","rua.cpre":"false","rua.uprl":"false","rua.cprl":"false","rua.cprf":"false","rua.trans":"","rua.cook":"false","rua.ims":"false","rua.ufprl":"false","rua.cfprl":"false","rua.isuxp":"false","rua.texp":"norulematch","rua.ceh":"false","rua.ueh":"false","rua.ieh.st":"0"}]);</script> <script>!function(a){var e="https://s.go-mpulse.net/boomerang/",t="addEventListener";if("False"=="True")a.BOOMR_config=a.BOOMR_config||{},a.BOOMR_config.PageParams=a.BOOMR_config.PageParams||{},a.BOOMR_config.PageParams.pci=!0,e="https://s2.go-mpulse.net/boomerang/";if(window.BOOMR_API_key="TURRK-8ADJT-WDUC5-TC32E-KV9ND",function(){function n(e){a.BOOMR_onload=e&&e.timeStamp||(new Date).getTime()}if(!a.BOOMR||!a.BOOMR.version&&!a.BOOMR.snippetExecuted){a.BOOMR=a.BOOMR||{},a.BOOMR.snippetExecuted=!0;var i,_,o,r=document.createElement("iframe");if(a[t])a[t]("load",n,!1);else if(a.attachEvent)a.attachEvent("onload",n);r.src="javascript:void(0)",r.title="",r.role="presentation",(r.frameElement||r).style.cssText="width:0;height:0;border:0;display:none;",o=document.getElementsByTagName("script")[0],o.parentNode.insertBefore(r,o);try{_=r.contentWindow.document}catch(O){i=document.domain,r.src="javascript:var d=document.open();d.domain='"+i+"';void(0);",_=r.contentWindow.document}_.open()._l=function(){var a=this.createElement("script");if(i)this.domain=i;a.id="boomr-if-as",a.src=e+"TURRK-8ADJT-WDUC5-TC32E-KV9ND",BOOMR_lstart=(new Date).getTime(),this.body.appendChild(a)},_.write("<bo"+'dy onload="document._l();">'),_.close()}}(),"".length>0)if(a&&"performance"in a&&a.performance&&"function"==typeof a.performance.setResourceTimingBufferSize)a.performance.setResourceTimingBufferSize();!function(){if(BOOMR=a.BOOMR||{},BOOMR.plugins=BOOMR.plugins||{},!BOOMR.plugins.AK){var e=""=="true"?1:0,t="",n="bdpnbeqxgy4diz2lwr4q-f-87cb90ad3-clientnsv4-s.akamaihd.net",i="false"=="true"?2:1,_={"ak.v":"39","ak.cp":"19387","ak.ai":parseInt("285213",10),"ak.ol":"0","ak.cr":4,"ak.ipv":4,"ak.proto":"http/1.1","ak.rid":"63bffa84","ak.r":37669,"ak.a2":e,"ak.m":"a","ak.n":"essl","ak.bpcip":"8.222.208.0","ak.cport":46798,"ak.gh":"23.53.33.206","ak.quicv":"","ak.tlsv":"tls1.2","ak.0rtt":"","ak.0rtt.ed":"","ak.csrc":"-","ak.acc":"reno","ak.t":"1733014649","ak.ak":"hOBiQwZUYzCg5VSAfCLimQ==vYWA4zOFrPjfSM4b2W+TZ3W0Hf4+MIvEuQ2oMCtu4TlwYyp+mYHDK7uvpmDECk4yRtKciI0NW/fbxKmXOI84EoI7WdZFwLRWMTwAj2PwMVJCplGD4KHjteWXu37op0FSAuUy3+vuFds/Krs/EBF4cQ9WftI5FHoYfo66ifKyIGhW8XGyhe2peqCO6EYM7Tup7fuM2Kp79ZkPv+vybvSHg0SBh79F/6QYz+ETJBo6KbP5ws6Rp9GhagtGYIQTkePWGDXDhnw31+7EKooVTZtRc6dxFk6xB9IhP+RvXK40KHQUrok6diACxnwVBo4MuDvv8z5Ig62AezzOi/2P/i2s3TNeMbMkckwpU/RxeTvK192HxK9TFY6KAvSyhtoVwD/5iACSFEnHpNnSnzGSHCIzOKj2BWFYUV4wYwRXv42TYf0=","ak.pv":"582","ak.dpoabenc":"","ak.tf":i};if(""!==t)_["ak.ruds"]=t;var o={i:!1,av:function(e){var t="http.initiator";if(e&&(!e[t]||"spa_hard"===e[t]))_["ak.feo"]=void 0!==a.aFeoApplied?1:0,BOOMR.addVar(_)},rv:function(){var a=["ak.bpcip","ak.cport","ak.cr","ak.csrc","ak.gh","ak.ipv","ak.m","ak.n","ak.ol","ak.proto","ak.quicv","ak.tlsv","ak.0rtt","ak.0rtt.ed","ak.r","ak.acc","ak.t","ak.tf"];BOOMR.removeVar(a)}};BOOMR.plugins.AK={akVars:_,akDNSPreFetchDomain:n,init:function(){if(!o.i){var a=BOOMR.subscribe;a("before_beacon",o.av,null,null),a("onbeacon",o.rv,null,null),o.i=!0}return this},is_complete:function(){return!0}}}}()}(window);</script></head><body><div id="__next" data-reactroot=""><div class="Layout_mck-c-skipbar__K684J"><a data-component="mdc-c-link" href="#skipToMain" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--primary___Ed-lT_2734c4f mdc-c-button--size-medium"><span class="mdc-c-link__label___Pfqtd_2734c4f">Skip to main content</span></a></div><main class="mck-o-container--outer" data-layer-region="body" role="main" id="skipToMain"><div data-component="mdc-c-module-wrapper" data-module-theme="dark" data-module-background="deep-blue" data-module-category="AnchoredHero" class="ArticleDefault_mck-c-article-default__SfYQE"><style></style><div data-component="mdc-c-background-image" class="mdc-c-bg-image___GJdv1_2734c4f background-image-article-default ArticleDefault_mck-c-article-default__parallax-container__fZ7Iq"></div><div class="ArticleDefault_mck-c-article-default__gradient__Uu21n"></div><div class="ArticleDefault_mck-c-article-default__wrapper-content__XOe9C"><div class="mck-o-container"><div class="mck-o-container--wrapped mck-o-container--mobile-spacing mdc-u-grid mdc-u-grid-col-lg-12"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-col-lg-start-1 mdc-u-grid-col-lg-span-10"><div><h1 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-2 mck-u-animation-slide-down ArticleDefault_mck-c-article-default__heading__bv6rL"><div>Reorganizing to capture maximum value quickly</div></h1></div><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-10 mck-u-animation-blur-in-800 ArticleDefault_mck-c-article-default__description__sjoe9"><div><time datetime="2018-02-20T00:00:00Z">February 20, 2018</time> | Article</div></div></div></div></div></div></div><div class="mck-o-container"><div class="mck-o-container--wrapped mck-o-container--mobile-spacing mdc-u-grid mdc-u-grid-gutter-xxl"><section data-layer-region="article-body-header" class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400 byline-share-container"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-8 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-8 mdc-u-ts-9"><span> </span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/scott-keller" class="mdc-c-link-inline___7DRrt_2734c4f mdc-c-link-inline--secondary___YKoOK_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Scott Keller</span></a></span></span></div><div class="mdc-u-grid-col-md-start-8 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-8 mdc-u-grid-col-lg-end-11 ArticleContent_mck-c-article-content__share-tools__kWRRw"></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-5"><div class="mck-u-links-inline">Companies need an organizational design that’s stable yet can respond quickly to threats and opportunities. Here’s how to build one.</div></div></div></section><main data-layer-region="article-body" class="mdc-u-grid mdc-u-grid-gutter-xxl"><div class="mdc-u-grid mdc-u-grid-col-1 mdc-u-grid-col-md-12"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div class="mdc-o-content-body mck-u-dropcap"><div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="DownloadsSidebar_mck-c-downloads-sidebar__iFmyt mck-o-xs-right-span"><div data-layer-region="downloads-right-rail"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f"></h3><div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f"><a data-component="mdc-c-link" href="#/download/%2F~%2Fmedia%2Fmckinsey%2Fbusiness%20functions%2Fpeople%20and%20organizational%20performance%2Four%20insights%2Freorganizing%20to%20capture%20maximum%20value%20quickly%2Freorganizing-to-capture-maximum-value-quickly.pdf%3FshouldIndex%3Dfalse" class="DownloadsSidebar_mck-c-downloads-sidebar__download-link__fPqFQ mdc-c-link___lBbY1_2734c4f" target="_self" data-layer-event-prefix="Download Link" data-layer-action="click" data-layer-report-type="" data-layer-file-name="reorganizing-to-capture-maximum-value-quickly" data-layer-report-name="reorganizing-to-capture-maximum-value-quickly>"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-download-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f"> (PDF-842 KB)</span></a></div></div></div></div> <p><strong><em>In </em>Leading Organizations</strong><em> (Bloomsbury Publishing, June 2017), McKinsey senior partners Scott Keller and Mary Meaney address the ten basic issues facing leaders: attracting and retaining talent, developing your current talent, managing performance, creating leadership teams, making decisions, reorganizing to capture value quickly, reducing long-term overhead costs, making culture a competitive advantage, leading transformational change, and transitioning to new leadership roles.</em><a rel="#footnote1" class="link-footnote" href="#"><sup>1</sup></a> <span style="display:none" id="footnote1" class="tooltip"><span class="footnote-content"><span class="footnote-number">1.</span><span class="footnote-text">Scott Keller and Mary Meaney, <em>Leading Organizations: Ten Timeless Truths</em>, London, United Kingdom: Bloomsbury Publishing, 2017.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> <em>“<a href="/capabilities/people-and-organizational-performance/our-insights/attracting-and-retaining-the-right-talent">Attracting and retaining the right talent</a>” was the first in our series of articles based on the book. A future article will discuss transitioning to new leadership roles.</em></p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor-signup mck-o-sm-left-span mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-signup"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-7 DisruptorSignUp_mck-c-disruptor-signup__heading__JR4i0"><div>Stay current on your favorite topics</div></h2></div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-left"><a data-component="mdc-c-link" href="/user-registration/register-mvc" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--primary___Ed-lT_2734c4f mdc-c-button--size-large___jwpUy_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Subscribe</span></a></div></div> <p>The history of organizations is the history of humankind. Each generation seeks better ways to organize itself—from tribes ruled by all-powerful leaders to hierarchical corporations with clear divisions of labor to matrixed, cross-functional structures promoting complex forms of work and value creation. We might now be on the verge of another major advance, toward self-organizing, decentralized, and adaptive organizations.</p> <p>One of the most high-profile experiments along these lines involves the online retailer <a href="/capabilities/people-and-organizational-performance/our-insights/safe-enough-to-try-an-interview-with-zappos-ceo-tony-hsieh">Zappos, which announced in 2013 that it would become a “holarchy.”</a> Instead of having job titles or permanent roles, Zappos rearranges them by agreement among peers, while GlassFrog, a web-based tracker of decisions and outcomes, makes information transparent. This approach is rooted in Frederic Laloux’s book, <em>Reinventing Organizations</em> (Nelson Parker, February 2014), which calls it “the next stage of human consciousness … taming our ego and searching for more authentic, more wholesome ways of being.”<a rel="#footnote2" class="link-footnote" href="#"><sup>2</sup></a> <span style="display:none" id="footnote2" class="tooltip"><span class="footnote-content"><span class="footnote-number">2.</span><span class="footnote-text">Frederic Laloux, <em>Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage in Human Consciousness</em>, Brussels, Belgium: Nelson Parker, 2014. </span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <p>Although early results from Zappos haven’t been promising, the company insists that these growing pains are but a step toward the ultimate transformation.<a rel="#footnote3" class="link-footnote" href="#"><sup>3</sup></a> <span style="display:none" id="footnote3" class="tooltip"><span class="footnote-content"><span class="footnote-number">3.</span><span class="footnote-text">Jennifer Reingold, “How a radical shift left Zappos reeling,” <em>Fortune</em>, March 4, 2016, fortune.com. </span><span class="clear"></span></span><span class="footnote-bottom"></span></span> Time will tell if holarchy succeeds.<a rel="#footnote4" class="link-footnote" href="#"><sup>4</sup></a> <span style="display:none" id="footnote4" class="tooltip"><span class="footnote-content"><span class="footnote-number">4.</span><span class="footnote-text">Eilene Zimmerman, <em>Jeffrey Pfeffer: Do workplace hierarchies still matter?</em>, Insights by Stanford Business, March 24, 2014, gsb.stanford.edu; Christina DesMarais, “Your employees like hierarchy (no, really),” <em>Inc.</em>, August 16, 2012, inc.com. </span><span class="clear"></span></span><span class="footnote-bottom"></span></span> But either way, it isn’t the end—organizations will continue to evolve. No one organizational archetype permanently ensures the best performance; too many things change across too many variables. The right model for your organization today probably combines traditional and experimental structures, formal and informal operations, and a fluid yet stable design.</p> <h2>Why is organizational redesign important?</h2> <h3>It is inevitable</h3> <p><a href="/capabilities/people-and-organizational-performance/our-insights/the-secrets-of-successful-organizational-redesigns-mckinsey-global-survey-results">A 2013 McKinsey survey</a> found that up to 82 percent of executives had experienced an organizational redesign in their current companies.<a rel="#footnote5" class="link-footnote" href="#"><sup>5</sup></a> <span style="display:none" id="footnote5" class="tooltip"><span class="footnote-content"><span class="footnote-number">5.</span><span class="footnote-text">The survey, conducted from September 10 to September 20, 2013, garnered responses from 2,063 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of these, 1,534 said they had experienced a redesign at their current organizations.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> Seventy percent reported that the most recent redesign had been implemented during the previous two years. A majority believed that they would experience another redesign in the next two. Companies apparently revamp their organizations more often than they overhaul their websites (on average, every three years) or upgrade their computer systems (every three to five years).</p> <p>A typical reorganization takes ten months from plan to practice, and more than half of the executives responding to another survey said that productivity fell during this period.<a rel="#footnote6" class="link-footnote" href="#"><sup>6</sup></a> <span style="display:none" id="footnote6" class="tooltip"><span class="footnote-content"><span class="footnote-number">6.</span><span class="footnote-text">Giancarlo Ghislanzoni, Stephen Heidari-Robinson, Suzanne Heywood, and Martin Jermiin, “How do I reorganize to capture maximum value quickly?,” McKinsey Organization Practice white paper, November 2011.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> Companies endure such problems because their strategies must change more frequently now, given the faster pace of technological disruptions, new market opportunities, evolving customer preferences, and competitors’ moves. But redesigns are not only about changing external landscapes. Companies might become unhappy with their performance, and therefore their strategies and organizational designs, even in stable times. As David Ulrich, a business-school professor and thought leader in HR management, says, companies launch this kind of transformation increasingly often, so “every leader needs to know how to do it well.”<a rel="#footnote7" class="link-footnote" href="#"><sup>7</sup></a> <span style="display:none" id="footnote7" class="tooltip"><span class="footnote-content"><span class="footnote-number">7.</span><span class="footnote-text">John Beeson, “Five questions every leader should ask about organizational design,” <em>Harvard Business Review</em>, January 23, 2014, hbr.org.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <h3>Redesigns can have a profound impact</h3> <p>Nearly two-thirds of executives in the 2013 McKinsey survey reported that the goal of the most recent redesign was to help companies execute their strategic priorities, and more than half reported that the changes aimed to improve the focus on growth.<a rel="#footnote8" class="link-footnote" href="#"><sup>8</sup></a> <span style="display:none" id="footnote8" class="tooltip"><span class="footnote-content"><span class="footnote-number">8.</span><span class="footnote-text">“<a href="/capabilities/people-and-organizational-performance/our-insights/the-secrets-of-successful-organizational-redesigns-mckinsey-global-survey-results">The secrets of successful organizational redesigns: McKinsey Global Survey results</a>,” July 2014.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> Better decision making (40 percent), cost cutting (39 percent), and accountability (39 percent) round out the top five reasons for a redesign.</p> <p>When redesigns are successful, they have a profoundly beneficial impact. Yet their merits are often hard to judge because an organizational transformation that creates significant value in one era might destroy it in the next. In 1990, for example, CEO Percy Barnevik decentralized the automation and power-technology giant ABB to unleash local entrepreneurship.<a rel="#footnote9" class="link-footnote" href="#"><sup>9</sup></a> <span style="display:none" id="footnote9" class="tooltip"><span class="footnote-content"><span class="footnote-number">9.</span><span class="footnote-text">Phil Rosenzweig, <em>The Halo Effect: How Managers Let Themselves Be Deceived</em>, New York, NY: Free Press, 2007.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> As profits soared, academics, journalists, management gurus, and shareholders praised the structure, which was a matrix of sectors and countries divided into 5,000 profit centers. By 1996, the Financial Times had anointed ABB as Europe’s most respected company three years running.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor1up mck-o-md-center mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-1up"><div class="mdc-u-grid mdc-u-grid-gutter-md mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 "><div class="mdc-u-grid-col-md-span-12"><header data-component="mdc-c-header" class="mdc-c-header"><div class="mdc-c-header__block___i1Lg-_2734c4f"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><div>Would you like to learn more about our <a href="/capabilities/people-and-organizational-performance/how-we-help-clients">People & Organizational Performance Practice</a>?</div></h3></div></header><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f mck-c-disruptor1up__content Disruptor1Up_mck-c-disruptor1up__content--links__VV4lE mdc-u-grid-gutter-md"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/how-we-help-clients/organization-design" class="mdc-c-link-cta___NBQVi_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Visit our Organization Design page</span><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-link-arrow-right-icon"></span></a></div></div></div></div> <p>A bit later, though, revenue growth slowed, and the share price plummeted. The redesign seemed to be part of the problem. As one reporter wrote, “The decentralized management structure Mr. Barnevik created for the company’s far-flung units ended up causing conflicts and communications problems between departments.” It also promoted duplication—ABB had 576 enterprise-resource-planning systems, for example.<a rel="#footnote10" class="link-footnote" href="#"><sup>10</sup></a> <span style="display:none" id="footnote10" class="tooltip"><span class="footnote-content"><span class="footnote-number">10.</span><span class="footnote-text">Phil Rosenzweig, <em>The Halo Effect: How Managers Let Themselves Be Deceived</em>, New York, NY: Free Press, 2007.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> Even Barnevik had to concede that his redesign had once been good “but it is not good today.”<a rel="#footnote11" class="link-footnote" href="#"><sup>11</sup></a> <span style="display:none" id="footnote11" class="tooltip"><span class="footnote-content"><span class="footnote-number">11.</span><span class="footnote-text">Dan Bilefsky and Anita Raghavan, “Once called ‘Europe’s GE,’ ABB and star CEO tumbled,” <em>Wall Street Journal</em>, January 23, 2003, wsj.com.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> In 2002, a new CEO consolidated divisions and centralized profit-and-loss accountability. A more efficient, collaborative company now generated fast, competitive bids for multinational clients. Its fortunes improved, for the time being.</p> <h3>Only 23 percent get it right</h3> <p>An aphorism claims that “your organization is perfectly designed to give you today’s business results, so if you want to improve them, you should redesign your organization.” But this isn’t always true. Charlton Ogburn Jr. captured what happens in most cases: “We tend to meet any new situation by reorganizing; and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization.”<a rel="#footnote12" class="link-footnote" href="#"><sup>12</sup></a> <span style="display:none" id="footnote12" class="tooltip"><span class="footnote-content"><span class="footnote-number">12.</span><span class="footnote-text">Charlton Ogburn, “Merrill’s marauders: The truth about an incredible adventure,” <em>Harper’s Magazine</em>, January 1957, pp. 29–44, harpers.org.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <p>In McKinsey’s most recent survey of executives, <a href="/capabilities/people-and-organizational-performance/our-insights/getting-organizational-redesign-right">only 23 percent of them reported that the reorganization had met its objectives</a> and improved performance.<a rel="#footnote13" class="link-footnote" href="#"><sup>13</sup></a> <span style="display:none" id="footnote13" class="tooltip"><span class="footnote-content"><span class="footnote-number">13.</span><span class="footnote-text">“<a href="/capabilities/people-and-organizational-performance/our-insights/the-secrets-of-successful-organizational-redesigns-mckinsey-global-survey-results">The secrets of successful organizational redesigns: McKinsey Global Survey results</a>,” July 2014.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> Forty-four percent said that the redesign had bogged down during implementation and was never finished. In 1999, for example, P&G CEO Durk Jager inherited what he saw as a complacent, conservative, and hierarchical company. He reorganized it from a geographic-divisional structure into a more decentralized confederation of product groups, giving each group a mandate to encourage innovation. But although the design seemed to make sense, Jager couldn’t mobilize the organization—particularly middle managers—and departed after 18 months as CEO.<a rel="#footnote14" class="link-footnote" href="#"><sup>14</sup></a> <span style="display:none" id="footnote14" class="tooltip"><span class="footnote-content"><span class="footnote-number">14.</span><span class="footnote-text">P. Mohan Chandran and Vivek Gupta, <em>Restructuring P&G</em>, IBS Center for Management Research, 2003.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <p>Another 23 percent of organizational redesigns are fully implemented but don’t meet their objectives. Chrysler, for instance, restructured its organization three times in three years to negligible effect before going bankrupt. It then merged with Fiat in 2014. An additional 10 percent of reorganizations significantly impair the performance of the companies they were meant to revive. In one such case, Terry Semel, who was then CEO of Yahoo!, tried to encourage the sharing of resources by imposing a matrix structure that in practice confused accountability and stymied decision making.<a rel="#footnote15" class="link-footnote" href="#"><sup>15</sup></a> <span style="display:none" id="footnote15" class="tooltip"><span class="footnote-content"><span class="footnote-number">15.</span><span class="footnote-text">Kara Swisher, “Will tough-talking Bartz reorg Yahoo soon and finally blue-pill the ‘matrix’?,” February 9, 2009, allthingsd.com.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> His reign as CEO ended in 2007. Although the number of abject failures is relatively small, repeated cycles of ineffectual change might eventually create a culture of corporate failure.</p> <h2>What are the big ideas?</h2> <h3>Think beyond lines and boxes</h3> <p>Nearly one in ten people around the world suffers from lower-back pain.<a rel="#footnote16" class="link-footnote" href="#"><sup>16</sup></a> <span style="display:none" id="footnote16" class="tooltip"><span class="footnote-content"><span class="footnote-number">16.</span><span class="footnote-text">Serena Gordon, “Low back pain leading cause of disability: Study,” March 25, 2014, webmd.com.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> Up to 90 percent of these cases have no clear-cut diagnosis. The primary causes are structural (related to soft-tissue problems) or psychological.<a rel="#footnote17" class="link-footnote" href="#"><sup>17</sup></a> <span style="display:none" id="footnote17" class="tooltip"><span class="footnote-content"><span class="footnote-number">17.</span><span class="footnote-text">John E. Sarno, <em>Healing Back Pain: The Mind-Body Connection</em>, New York, NY: Warner Books, 1991.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> Studies suggest that surgery to address structural issues succeeds for only 26 percent of all patients.<a rel="#footnote18" class="link-footnote" href="#"><sup>18</sup></a> <span style="display:none" id="footnote18" class="tooltip"><span class="footnote-content"><span class="footnote-number">18.</span><span class="footnote-text">Linda Carroll, “Back surgery may backfire on patients in pain,” October 14, 2010, nbcnews.com.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> Physiotherapy and psychological interventions have far better results.<a rel="#footnote19" class="link-footnote" href="#"><sup>19</sup></a> <span style="display:none" id="footnote19" class="tooltip"><span class="footnote-content"><span class="footnote-number">19.</span><span class="footnote-text">John E. Sarno, <em>Healing Back Pain: The Mind-Body Connection</em>, New York, NY: Warner Books, 1991.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <p>This is an apt analogy for organizational redesign. The probability of success is low if companies address only structural elements, such as the lines and boxes of the <a href="/capabilities/people-and-organizational-performance/our-insights/big-data-in-the-age-of-the-telegraph">org chart</a>, roles and responsibilities, functions or businesses, insourcing or outsourcing, and governance. Process elements, such as standardization, decision rights, performance management, and information flows, are the second category to consider. The people elements of a redesign, including the size of the workforce, its skills, talent in general, and culture, must also be considered.</p> <p>All three of these elements (structures, processes, and people) influence the way work gets done in companies. Yet many leaders fetishize lines and boxes, which seem important to people who care about their positions in the org chart. Other leaders veer in the opposite direction and focus on personnel issues, such as who reports to whom and how corporate politics plays out as a result. Yet our data suggest that leaders who address the dynamic interactions across all the elements are three times more likely to succeed than leaders who don’t.</p> <h3>Agility requires stability</h3> <p>Rupert Murdoch is credited with saying, “Big will not beat small anymore. It will be the fast beating the slow.” But speed doesn’t help if you are heading in the wrong direction. <a href="/capabilities/people-and-organizational-performance/our-insights/agility-it-rhymes-with-stability">The real source of advantage is agility</a>, which involves not just speed but also balance, coordination, strength, stamina, and reflexes. Being first isn’t solely about being fast.</p> <p>To most leaders, the speed and flexibility that drive innovation lie at the opposite end of the spectrum from standardization and centralization, which promote efficiency and control risk. Not so. Rita Gunther McGrath’s research sheds light on agile organizations.<a rel="#footnote20" class="link-footnote" href="#"><sup>20</sup></a> <span style="display:none" id="footnote20" class="tooltip"><span class="footnote-content"><span class="footnote-number">20.</span><span class="footnote-text">Rita Gunther McGrath, “How the growth outliers do it,” <em>Harvard Business Review</em>, January–February 2012, Volume 90, Number 1–2, pp. 110–6, hbr.org.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> Large companies that raise their income disproportionately, she found, have two main characteristics: they are innovative and experimental and can move quickly but also have consistent strategies and structures, and their “culture is strong and unchanging.” Our research confirms that fast yet stable companies are upward of three times more likely to perform well than fast ones that lack stable operating disciplines (Exhibit 1).</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 1</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/reorganizing%20to%20capture%20maximum%20value%20quickly/svgz-reorganizing-capture-maximum-ex1.svgz?cq=50&cpy=Center"/><img alt="Agile organizations combine stability and agility for superior performance." src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/reorganizing%20to%20capture%20maximum%20value%20quickly/svgz-reorganizing-capture-maximum-ex1.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p><a href="/capabilities/people-and-organizational-performance/our-insights/how-to-create-an-agile-organization">Leaders who want to make their companies agile</a> must therefore determine which parts of the organization should be stable and which should adapt to challenges and opportunities in a faster, looser, more dynamic way. They might choose a primary organizational axis like regions or functions (stability) but deploy temporary cells to address specific issues (speed); standardize work through signature processes (stability) but conduct fast, iterative experiments to develop new products or services (speed); or emphasize shared cultural values (stability) but radically empower the front line to make decisions that embody them (speed).</p> <p>In short, by constantly reorganizing around a stable core, agile companies break the cycle of recurring—and mostly futile—large-scale organization redesigns.</p> <h3>Nine golden rules</h3> <p>Although certain rules are made to be broken, you don’t win at tennis by swatting balls off the court, to paraphrase the novelist Carlos Ruiz Zafón.<a rel="#footnote21" class="link-footnote" href="#"><sup>21</sup></a> <span style="display:none" id="footnote21" class="tooltip"><span class="footnote-content"><span class="footnote-number">21.</span><span class="footnote-text">Carlos Ruiz Zafón, <em>The Angel’s Game</em>, London, United Kingdom: Weidenfeld & Nicolson, 2009.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> Research shows that when companies reorganize themselves, they should follow nine rules that make a redesign upward of seven times more likely to succeed than it would be if the company followed only a few.<a rel="#footnote22" class="link-footnote" href="#"><sup>22</sup></a> <span style="display:none" id="footnote22" class="tooltip"><span class="footnote-content"><span class="footnote-number">22.</span><span class="footnote-text">Steven Aronowitz, Aaron De Smet, and Deirdre McGinty, “<a href="/capabilities/people-and-organizational-performance/our-insights/getting-organizational-redesign-right">Getting organizational redesign right</a>,” <em>McKinsey Quarterly</em>, June 2015.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> The more of these rules they follow, the higher their chances of success (Exhibit 2):</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 2</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/reorganizing%20to%20capture%20maximum%20value%20quickly/svgz-reorganizing-capture-maximum-ex2.svgz?cq=50&cpy=Center"/><img alt="The more a corporate redesign follows nine rules, the higher its chances of success." src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/reorganizing%20to%20capture%20maximum%20value%20quickly/svgz-reorganizing-capture-maximum-ex2.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <ul> <li><em>Rule 1.</em> Focus first on the longer-term strategic aspirations—dwelling only on pain points typically creates new ones.</li> <li><em>Rule 2.</em> Take time to develop an accurate, verifiable picture of today’s structures, processes, and people.</li> <li><em>Rule 3.</em> Select the right blueprint carefully by creating multiple options and testing them under scenarios.</li> <li><em>Rule 4.</em> Go beyond lines and boxes; consider all three elements of organizational design.</li> <li><em>Rule 5.</em> Fill well-defined roles in an orderly, transparent way.</li> <li><em>Rule 6.</em> Identify and actively change the necessary mind-sets. Do not assume that people will automatically fall in line.</li> <li><em>Rule 7.</em> Use metrics to measure short- and long-term results.</li> <li><em>Rule 8.</em> Make sure business leaders communicate, and create <a href="/featured-insights/leadership/why-effective-leaders-must-manage-up-down-and-sideways">a powerful redesign narrative</a> to inspire and mobilize the company.</li> <li><em>Rule 9.</em> Monitor and mitigate transitional risks, such as interruptions to business continuity, loss of talent, and customer-care lapses.</li> </ul> <h2>Making it happen</h2> <p>A large, US-based chemical company found itself outmaneuvered by smaller, more agile competitors. The company’s CEO and top team decided on a new strategy to regain market share: more specialized products as well as better products and service. They understood that this strategy would require a new organizational design.</p> <h3>1. Aspire</h3> <p>The top team decided to strengthen the company’s functional capabilities, particularly commercial ones, and its ability to innovate. Clarifying accountabilities would be necessary to help functional leaders understand how they could trade off competing demands and sales reps to know who could rule on specific customer requests. And the farrago of product lines, functions, and geographies needed simplifying; in one sales area, customers typically received uncoordinated calls from two or three sales reps, and key accounts spanning multiple geographies could be called on by ten.</p> <p>The senior team had learned from failed redesigns that it needed to get the voice of the broader leadership into the mix early. Executives several levels down and high-potential talent from each area therefore participated in workshops to debate and refine the basic principles. These ideas ultimately included creating a single point of contact for priority customers, delegating decisions to the lowest possible level, clarifying accountabilities, developing explicit protocols for handovers in cross-functional processes, and creating agile project teams for ad hoc missions.</p> <h3>2. Assess</h3> <p>Before embodying the principles in a specific blueprint, the company developed a baseline picture of the current organization. Blank data fields and outdated information made this task surprisingly hard. Vague job categories obscured what people actually did, and overlapping structures double-counted certain roles, so the number of employees—in each area and overall—didn’t add up.</p> <p>A reorganization team then explored internal and external benchmarks. It found that staffing levels were at least 20 to 30 percent above the industry average. As the team examined R&D departments elsewhere, it realized how far the company’s complex, rigid structure was from the “innovation engine” of its hopes. Yet the team also found a number of strengths: some of the industry’s best technical talent in manufacturing and R&D, a sales force that understood customer needs, and a metrics-driven performance culture.</p> <p>The next steps were to translate these basic principles into a set of options that took account of the organization’s baseline and strengths and to pressure-test the options against plausible industry scenarios. In the resulting debates, one team argued the pros of each question, the other the cons. Ultimately, the reorganization team cut ten options down to three for presentation to the senior team, which then decided on its recommendations to the board.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor1up mck-o-md-center mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-1up"><div class="mdc-u-grid mdc-u-grid-gutter-md mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 "><div class="mdc-u-grid-col-lg-span-4 mdc-u-grid-col-md-span-5 Disruptor1Up_mck-c-disruptor1up__image___2Gc4"><picture data-component="mdc-c-picture"><img alt="What every leader needs to know about organizational management" src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/what%20every%20leader%20needs%20to%20know%20about%20organizational%20management/going-beyond-management-fads_481292753_1536x1536_500.jpg?cq=50&mh=145&car=16:9&cpy=Center" loading="lazy"/></picture></div><div class="mdc-u-grid-col-lg-span-8 mdc-u-grid-col-md-span-7"><header data-component="mdc-c-header" class="mdc-c-header"><div class="mdc-c-header__block___i1Lg-_2734c4f"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><div>What every leader needs to know about organizational management</div></h3></div></header><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f mck-c-disruptor1up__content Disruptor1Up_mck-c-disruptor1up__content--links__VV4lE mdc-u-grid-gutter-md"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/what-every-leader-needs-to-know-about-organizational-management" class="mdc-c-link-cta___NBQVi_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Listen to the podcast</span><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-link-arrow-right-icon"></span></a></div></div></div></div> <h3>3. Architect</h3> <p>After a robust debate, the senior team chose a top-level design based on a functional axis. All operations would report to a new COO. Salespeople across product groups and regions were to unite under a chief commercial officer, and a new R&D function would report directly to the CEO. This part of the design was the stable backbone.</p> <p>Complementing it was an agile organizational overlay to help the company draw on pools of functional talent for teams to address customer and internal issues. To speed things up, each team was to be empowered and decommissioned within three months. The overall design was tested with key customers and regulators and then brought to the board, which supported it unanimously.</p> <p>Next, the company held workshops for selected lower-level staff to determine how the new structure would work in each key function. These groups went through a process like the one that generated the top-level design, though shorter: understanding the principles and the current baseline and strengths, then developing and pressure-testing detailed options. Once the detailed work was complete in each area, the pieces were combined and adjustments made to ensure consistency. After top management approved this final design, it went to an HR team that compiled a list of critical job positions with specific requirements, including skills, behavior, and mind-sets. The final step was to create a rigorous talent-matching process guided by a playbook to ensure fairness and transparency.</p> <h3>4. Act</h3> <p>As the company determined who would fill key leadership roles, it developed a plan to roll out the new design. The CEO would announce it to the broader organization, and orchestrated workshops would help senior and middle managers understand the structure, process, and people implications for their areas and themselves. Conversations (including one-on-one meetings with the board, the CEO, and the top team) with the leaders most affected were to happen before the announcement. A program management office (PMO) would coordinate the process to ensure that the company met critical milestones and to monitor customer satisfaction as well as employee engagement and retention.</p> <p>Mind-set and behavior changes were among the most important elements of the rollout. Leaders, for example, would have to become more comfortable being accountable for things they didn’t control directly and would have to share knowledge—not protect it to get their next promotion. To encourage these shifts, the rollout plan included not only communications, skill building, and role modeling but also new processes, systems, and incentives.</p> <h3>5. Advance</h3> <p>Thanks to the leadership’s involvement in the redesign, buy-in was high throughout the rollout. Transparent communication controlled anxiety and confusion. Feedback from customers and other key external stakeholders continued to be positive, in part because the company saw to it that the business functioned smoothly throughout implementation. This positive experience attracted high-quality external talent, which brought in needed capabilities and powerfully influenced desirable shifts in mind-sets and behavior. Not everything went according to plan, but the PMO quickly identified and addressed emerging issues.</p> <p>After a year under the new structure, the company started to grow again. Talent in key positions worked well together. The empowered cross-functional teams of the newly agile organization seized key market opportunities. Bureaucracy no longer stalled ideas; now they were tested quickly—and then, if successful, scaled up. As the CEO said, “We didn’t find a silver bullet … but we found a way to manufacture all the ammunition we need to win!”</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor-signup mck-o-lg-right-span mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-signup"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-4 DisruptorSignUp_mck-c-disruptor-signup__heading__JR4i0"><div>Stay current on your favorite topics</div></h2></div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-left"><a data-component="mdc-c-link" href="/user-registration/register-mvc" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--primary___Ed-lT_2734c4f mdc-c-button--size-large___jwpUy_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Subscribe</span></a></div></div></div><div class="container-placeholder"></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-xl"><section role="contentinfo" data-layer-region="article-about-authors" class="mdc-u-grid mdc-u-grid-col-md-12 AboutAuthor_mck-c-about-author__nRJzu"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center"></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-8 mck-u-links-inline mck-u-links-inline--secondary mdc-u-mt-5"><div><p><strong><a href="/our-people/scott-keller">Scott Keller</a></strong> is a senior partner in McKinsey’s <a href="/sitecore/service/notfound.aspx?item=web%3a%7b66411d00-296e-4bc4-8813-6874229cc13a%7d%40en">Southern California office</a>, and <strong>Mary Meaney</strong> is a senior partner in the Paris office. </p><p> The authors wish to thank Aaron De Smet for his contributions to this article.</p></div></div></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-screen-only"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-5 mdc-u-grid-col-lg-end-9"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center">Explore a career with us</h5><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-center___ar3mu_2734c4f"><a data-component="mdc-c-link" href="/careers/search-jobs" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--secondary___Boipq_2734c4f mdc-c-button--size-large___jwpUy_2734c4f" aria-label="Search Openings" data-layer-event-prefix="CTA Link" data-layer-action="click" data-layer-category="careers" data-layer-subcategory="search" data-layer-text="Search Openings"><span class="mdc-c-link__label___Pfqtd_2734c4f">Search Openings</span></a></div></div></section></div></main></div><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="StandalonePromo" class="RelatedArticle_mck-c-article-related__GGA76 mck-u-screen-only" data-layer-region="related-articles"><div class="mdc-o-container__wrapper is-wrapped mdc-u-spaced-mobile"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-u-align-center">Related Articles</h5><div class="mdc-u-grid mdc-u-grid-col-md-3 RelatedArticle_items-container__s2uD0"><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/safe-enough-to-try-an-interview-with-zappos-ceo-tony-hsieh" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-safe-0 { aspect-ratio: 16/9 }</style><img alt="" class="picture-uniqueKey-safe-0" src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/safe%20enough%20to%20try%20an%20interview%20with%20zappos%20ceo%20tony%20hsieh/zappos_tony_hseih_1536x1536.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f Card_content-block__pF6Z1"><span>Interview - <i>McKinsey Quarterly</i></span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-6"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/safe-enough-to-try-an-interview-with-zappos-ceo-tony-hsieh" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>Safe enough to try: An interview with Zappos CEO Tony Hsieh</div></a></h6></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/agility-it-rhymes-with-stability" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-agili-0 { aspect-ratio: 16/9 }</style><img alt="q15_web_agility-stability_510603223_1536x1536_Original" class="picture-uniqueKey-agili-0" src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/agility%20it%20rhymes%20with%20stability/q15_web_agility%20stability_510603223_1536x1536_original.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f Card_content-block__pF6Z1"><span>Article - <i>McKinsey Quarterly</i></span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-6"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/agility-it-rhymes-with-stability" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>Agility: It rhymes with stability</div></a></h6></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/getting-organizational-redesign-right" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-getti-0 { aspect-ratio: 16/9 }</style><img alt="Org_redesign_1536x1536_Original" class="picture-uniqueKey-getti-0" src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/getting%20organizational%20redesign%20right/org_redesign_1536x1536_original.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f Card_content-block__pF6Z1"><span>Article - <i>McKinsey Quarterly</i></span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-6"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/getting-organizational-redesign-right" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>Getting organizational redesign right</div></a></h6></div></div></div></div></div></div></div></main></div><script id="__NEXT_DATA__" type="application/json">{"props":{"pageProps":{"locale":"en","dictionary":{},"sitecoreContext":{"route":{"name":"Reorganizing to capture maximum value quickly","displayName":"Reorganizing to capture maximum value quickly","fields":null,"databaseName":"web","deviceId":"fe5d7fdf-89c0-4d99-9aa3-b5fbd009c9f3","itemId":"75988ccb-978c-46c8-ac56-ed76a57bb582","itemLanguage":"en","itemVersion":1,"layoutId":"ae753eb4-a035-40b4-83bf-4b4438df6742","templateId":"683910db-02ba-40ba-92e7-726c880160a9","templateName":"ArticleJSS","placeholders":{"jss-main":[{"uid":"232bb7e9-289f-492d-a916-2b6185e44a84","componentName":"ArticleTemplate","dataSource":"","fields":{"data":{"articleTemplate":{"title":{"jsonValue":{"value":"Reorganizing to capture maximum value quickly"}},"sEOTitle":{"value":""},"description":{"jsonValue":{"value":"Companies need an organizational design that\u0026rsquo;s stable yet can respond quickly to threats and opportunities. Here\u0026rsquo;s how to build one."}},"sEODescription":{"value":""},"displayDate":{"jsonValue":{"value":"2018-02-20T00:00:00Z"}},"body":{"value":"[[DownloadsSidebar]] \u003cp\u003e\u003cstrong\u003e\u003cem\u003eIn \u003c/em\u003eLeading Organizations\u003c/strong\u003e\u003cem\u003e (Bloomsbury Publishing, June 2017), McKinsey senior partners Scott Keller and Mary Meaney address the ten basic issues facing leaders: attracting and retaining talent, developing your current talent, managing performance, creating leadership teams, making decisions, reorganizing to capture value quickly, reducing long-term overhead costs, making culture a competitive advantage, leading transformational change, and transitioning to new leadership roles.\u003c/em\u003e\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote1\"\u003e\u003csup\u003e1\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote1\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e1.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eScott Keller and Mary Meaney, \u003cem\u003eLeading Organizations: Ten Timeless Truths\u003c/em\u003e, London, United Kingdom: Bloomsbury Publishing, 2017.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e \u003cem\u003e\u0026ldquo;\u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/attracting-and-retaining-the-right-talent\"\u003eAttracting and retaining the right talent\u003c/a\u003e\u0026rdquo; was the first in our series of articles based on the book. A future article will discuss transitioning to new leadership roles.\u003c/em\u003e\u003c/p\u003e\n[[DisruptorSignUp left]]\n\u003cp\u003eThe history of organizations is the history of humankind. Each generation seeks better ways to organize itself\u0026mdash;from tribes ruled by all-powerful leaders to hierarchical corporations with clear divisions of labor to matrixed, cross-functional structures promoting complex forms of work and value creation. We might now be on the verge of another major advance, toward self-organizing, decentralized, and adaptive organizations.\u003c/p\u003e\n\u003cp\u003eOne of the most high-profile experiments along these lines involves the online retailer \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/safe-enough-to-try-an-interview-with-zappos-ceo-tony-hsieh\"\u003eZappos, which announced in 2013 that it would become a \u0026ldquo;holarchy.\u0026rdquo;\u003c/a\u003e Instead of having job titles or permanent roles, Zappos rearranges them by agreement among peers, while GlassFrog, a web-based tracker of decisions and outcomes, makes information transparent. This approach is rooted in Frederic Laloux\u0026rsquo;s book, \u003cem\u003eReinventing Organizations\u003c/em\u003e (Nelson Parker, February 2014), which calls it \u0026ldquo;the next stage of human consciousness \u0026hellip; taming our ego and searching for more authentic, more wholesome ways of being.\u0026rdquo;\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote2\"\u003e\u003csup\u003e2\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote2\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e2.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eFrederic Laloux, \u003cem\u003eReinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage in Human Consciousness\u003c/em\u003e, Brussels, Belgium: Nelson Parker, 2014.\n\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003eAlthough early results from Zappos haven\u0026rsquo;t been promising, the company insists that these growing pains are but a step toward the ultimate transformation.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote3\"\u003e\u003csup\u003e3\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote3\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e3.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eJennifer Reingold, \u0026ldquo;How a radical shift left Zappos reeling,\u0026rdquo; \u003cem\u003eFortune\u003c/em\u003e, March 4, 2016, fortune.com.\n\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e Time will tell if holarchy succeeds.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote4\"\u003e\u003csup\u003e4\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote4\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e4.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eEilene Zimmerman, \u003cem\u003eJeffrey Pfeffer: Do workplace hierarchies still matter?\u003c/em\u003e, Insights by Stanford Business, March 24, 2014, gsb.stanford.edu; Christina DesMarais, \u0026ldquo;Your employees like hierarchy (no, really),\u0026rdquo; \u003cem\u003eInc.\u003c/em\u003e, August 16, 2012, inc.com.\n\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e But either way, it isn\u0026rsquo;t the end\u0026mdash;organizations will continue to evolve. No one organizational archetype permanently ensures the best performance; too many things change across too many variables. The right model for your organization today probably combines traditional and experimental structures, formal and informal operations, and a fluid yet stable design.\u003c/p\u003e\n\u003ch2\u003eWhy is organizational redesign important?\u003c/h2\u003e\n\u003ch3\u003eIt is inevitable\u003c/h3\u003e\n\u003cp\u003e\u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-secrets-of-successful-organizational-redesigns-mckinsey-global-survey-results\"\u003eA 2013 McKinsey survey\u003c/a\u003e found that up to 82 percent of executives had experienced an organizational redesign in their current companies.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote5\"\u003e\u003csup\u003e5\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote5\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e5.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eThe survey, conducted from September 10 to September 20, 2013, garnered responses from 2,063 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of these, 1,534 said they had experienced a redesign at their current organizations.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e Seventy percent reported that the most recent redesign had been implemented during the previous two years. A majority believed that they would experience another redesign in the next two. Companies apparently revamp their organizations more often than they overhaul their websites (on average, every three years) or upgrade their computer systems (every three to five years).\u003c/p\u003e\n\u003cp\u003eA typical reorganization takes ten months from plan to practice, and more than half of the executives responding to another survey said that productivity fell during this period.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote6\"\u003e\u003csup\u003e6\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote6\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e6.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eGiancarlo Ghislanzoni, Stephen Heidari-Robinson, Suzanne Heywood, and Martin Jermiin, \u0026ldquo;How do I reorganize to capture maximum value quickly?,\u0026rdquo; McKinsey Organization Practice white paper, November 2011.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e Companies endure such problems because their strategies must change more frequently now, given the faster pace of technological disruptions, new market opportunities, evolving customer preferences, and competitors\u0026rsquo; moves. But redesigns are not only about changing external landscapes. Companies might become unhappy with their performance, and therefore their strategies and organizational designs, even in stable times. As David Ulrich, a business-school professor and thought leader in HR management, says, companies launch this kind of transformation increasingly often, so \u0026ldquo;every leader needs to know how to do it well.\u0026rdquo;\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote7\"\u003e\u003csup\u003e7\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote7\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e7.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eJohn Beeson, \u0026ldquo;Five questions every leader should ask about organizational design,\u0026rdquo; \u003cem\u003eHarvard Business Review\u003c/em\u003e, January 23, 2014, hbr.org.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003ch3\u003eRedesigns can have a profound impact\u003c/h3\u003e\n\u003cp\u003eNearly two-thirds of executives in the 2013 McKinsey survey reported that the goal of the most recent redesign was to help companies execute their strategic priorities, and more than half reported that the changes aimed to improve the focus on growth.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote8\"\u003e\u003csup\u003e8\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote8\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e8.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003e\u0026ldquo;\u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-secrets-of-successful-organizational-redesigns-mckinsey-global-survey-results\"\u003eThe secrets of successful organizational redesigns: McKinsey Global Survey results\u003c/a\u003e,\u0026rdquo; July 2014.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e Better decision making (40 percent), cost cutting (39 percent), and accountability (39 percent) round out the top five reasons for a redesign.\u003c/p\u003e\n\u003cp\u003eWhen redesigns are successful, they have a profoundly beneficial impact. Yet their merits are often hard to judge because an organizational transformation that creates significant value in one era might destroy it in the next. In 1990, for example, CEO Percy Barnevik decentralized the automation and power-technology giant ABB to unleash local entrepreneurship.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote9\"\u003e\u003csup\u003e9\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote9\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e9.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003ePhil Rosenzweig, \u003cem\u003eThe Halo Effect: How Managers Let Themselves Be Deceived\u003c/em\u003e, New York, NY: Free Press, 2007.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e As profits soared, academics, journalists, management gurus, and shareholders praised the structure, which was a matrix of sectors and countries divided into 5,000 profit centers. By 1996, the Financial Times had anointed ABB as Europe\u0026rsquo;s most respected company three years running.\u003c/p\u003e\n[[disruptor1up dis1]]\n\u003cp\u003eA bit later, though, revenue growth slowed, and the share price plummeted. The redesign seemed to be part of the problem. As one reporter wrote, \u0026ldquo;The decentralized management structure Mr. Barnevik created for the company\u0026rsquo;s far-flung units ended up causing conflicts and communications problems between departments.\u0026rdquo; It also promoted duplication\u0026mdash;ABB had 576 enterprise-resource-planning systems, for example.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote10\"\u003e\u003csup\u003e10\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote10\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e10.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003ePhil Rosenzweig, \u003cem\u003eThe Halo Effect: How Managers Let Themselves Be Deceived\u003c/em\u003e, New York, NY: Free Press, 2007.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e Even Barnevik had to concede that his redesign had once been good \u0026ldquo;but it is not good today.\u0026rdquo;\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote11\"\u003e\u003csup\u003e11\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote11\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e11.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eDan Bilefsky and Anita Raghavan, \u0026ldquo;Once called \u0026lsquo;Europe\u0026rsquo;s GE,\u0026rsquo; ABB and star CEO tumbled,\u0026rdquo; \u003cem\u003eWall Street Journal\u003c/em\u003e, January 23, 2003, wsj.com.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e In 2002, a new CEO consolidated divisions and centralized profit-and-loss accountability. A more efficient, collaborative company now generated fast, competitive bids for multinational clients. Its fortunes improved, for the time being.\u003c/p\u003e\n\u003ch3\u003eOnly 23 percent get it right\u003c/h3\u003e\n\u003cp\u003eAn aphorism claims that \u0026ldquo;your organization is perfectly designed to give you today\u0026rsquo;s business results, so if you want to improve them, you should redesign your organization.\u0026rdquo; But this isn\u0026rsquo;t always true. Charlton Ogburn Jr. captured what happens in most cases: \u0026ldquo;We tend to meet any new situation by reorganizing; and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization.\u0026rdquo;\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote12\"\u003e\u003csup\u003e12\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote12\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e12.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eCharlton Ogburn, \u0026ldquo;Merrill\u0026rsquo;s marauders: The truth about an incredible adventure,\u0026rdquo; \u003cem\u003eHarper\u0026rsquo;s Magazine\u003c/em\u003e, January 1957, pp. 29\u0026ndash;44, harpers.org.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003eIn McKinsey\u0026rsquo;s most recent survey of executives, \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/getting-organizational-redesign-right\"\u003eonly 23 percent of them reported that the reorganization had met its objectives\u003c/a\u003e and improved performance.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote13\"\u003e\u003csup\u003e13\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote13\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e13.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003e\u0026ldquo;\u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-secrets-of-successful-organizational-redesigns-mckinsey-global-survey-results\"\u003eThe secrets of successful organizational redesigns: McKinsey Global Survey results\u003c/a\u003e,\u0026rdquo; July 2014.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e Forty-four percent said that the redesign had bogged down during implementation and was never finished. In 1999, for example, P\u0026amp;G CEO Durk Jager inherited what he saw as a complacent, conservative, and hierarchical company. He reorganized it from a geographic-divisional structure into a more decentralized confederation of product groups, giving each group a mandate to encourage innovation. But although the design seemed to make sense, Jager couldn\u0026rsquo;t mobilize the organization\u0026mdash;particularly middle managers\u0026mdash;and departed after 18 months as CEO.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote14\"\u003e\u003csup\u003e14\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote14\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e14.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eP. Mohan Chandran and Vivek Gupta, \u003cem\u003eRestructuring P\u0026amp;G\u003c/em\u003e, IBS Center for Management Research, 2003.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003eAnother 23 percent of organizational redesigns are fully implemented but don\u0026rsquo;t meet their objectives. Chrysler, for instance, restructured its organization three times in three years to negligible effect before going bankrupt. It then merged with Fiat in 2014. An additional 10 percent of reorganizations significantly impair the performance of the companies they were meant to revive. In one such case, Terry Semel, who was then CEO of Yahoo!, tried to encourage the sharing of resources by imposing a matrix structure that in practice confused accountability and stymied decision making.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote15\"\u003e\u003csup\u003e15\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote15\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e15.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eKara Swisher, \u0026ldquo;Will tough-talking Bartz reorg Yahoo soon and finally blue-pill the \u0026lsquo;matrix\u0026rsquo;?,\u0026rdquo; February 9, 2009, allthingsd.com.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e His reign as CEO ended in 2007. Although the number of abject failures is relatively small, repeated cycles of ineffectual change might eventually create a culture of corporate failure.\u003c/p\u003e\n\u003ch2\u003eWhat are the big ideas?\u003c/h2\u003e\n\u003ch3\u003eThink beyond lines and boxes\u003c/h3\u003e\n\u003cp\u003eNearly one in ten people around the world suffers from lower-back pain.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote16\"\u003e\u003csup\u003e16\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote16\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e16.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eSerena Gordon, \u0026ldquo;Low back pain leading cause of disability: Study,\u0026rdquo; March 25, 2014, webmd.com.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e Up to 90 percent of these cases have no clear-cut diagnosis. The primary causes are structural (related to soft-tissue problems) or psychological.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote17\"\u003e\u003csup\u003e17\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote17\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e17.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eJohn E. Sarno, \u003cem\u003eHealing Back Pain: The Mind-Body Connection\u003c/em\u003e, New York, NY: Warner Books, 1991.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e Studies suggest that surgery to address structural issues succeeds for only 26 percent of all patients.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote18\"\u003e\u003csup\u003e18\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote18\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e18.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eLinda Carroll, \u0026ldquo;Back surgery may backfire on patients in pain,\u0026rdquo; October 14, 2010, nbcnews.com.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e Physiotherapy and psychological interventions have far better results.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote19\"\u003e\u003csup\u003e19\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote19\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e19.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eJohn E. Sarno, \u003cem\u003eHealing Back Pain: The Mind-Body Connection\u003c/em\u003e, New York, NY: Warner Books, 1991.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003eThis is an apt analogy for organizational redesign. The probability of success is low if companies address only structural elements, such as the lines and boxes of the \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/big-data-in-the-age-of-the-telegraph\"\u003eorg chart\u003c/a\u003e, roles and responsibilities, functions or businesses, insourcing or outsourcing, and governance. Process elements, such as standardization, decision rights, performance management, and information flows, are the second category to consider. The people elements of a redesign, including the size of the workforce, its skills, talent in general, and culture, must also be considered.\u003c/p\u003e\n\u003cp\u003eAll three of these elements (structures, processes, and people) influence the way work gets done in companies. Yet many leaders fetishize lines and boxes, which seem important to people who care about their positions in the org chart. Other leaders veer in the opposite direction and focus on personnel issues, such as who reports to whom and how corporate politics plays out as a result. Yet our data suggest that leaders who address the dynamic interactions across all the elements are three times more likely to succeed than leaders who don\u0026rsquo;t.\u003c/p\u003e\n\u003ch3\u003eAgility requires stability\u003c/h3\u003e\n\u003cp\u003eRupert Murdoch is credited with saying, \u0026ldquo;Big will not beat small anymore. It will be the fast beating the slow.\u0026rdquo; But speed doesn\u0026rsquo;t help if you are heading in the wrong direction. \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/agility-it-rhymes-with-stability\"\u003eThe real source of advantage is agility\u003c/a\u003e, which involves not just speed but also balance, coordination, strength, stamina, and reflexes. Being first isn\u0026rsquo;t solely about being fast.\u003c/p\u003e\n\u003cp\u003eTo most leaders, the speed and flexibility that drive innovation lie at the opposite end of the spectrum from standardization and centralization, which promote efficiency and control risk. Not so. Rita Gunther McGrath\u0026rsquo;s research sheds light on agile organizations.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote20\"\u003e\u003csup\u003e20\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote20\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e20.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eRita Gunther McGrath, \u0026ldquo;How the growth outliers do it,\u0026rdquo; \u003cem\u003eHarvard Business Review\u003c/em\u003e, January\u0026ndash;February 2012, Volume 90, Number 1\u0026ndash;2, pp. 110\u0026ndash;6, hbr.org.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e Large companies that raise their income disproportionately, she found, have two main characteristics: they are innovative and experimental and can move quickly but also have consistent strategies and structures, and their \u0026ldquo;culture is strong and unchanging.\u0026rdquo; Our research confirms that fast yet stable companies are upward of three times more likely to perform well than fast ones that lack stable operating disciplines (Exhibit 1).\u003c/p\u003e\n[[Exhibit 1]]\n\u003cp\u003e\u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/how-to-create-an-agile-organization\"\u003eLeaders who want to make their companies agile\u003c/a\u003e must therefore determine which parts of the organization should be stable and which should adapt to challenges and opportunities in a faster, looser, more dynamic way. They might choose a primary organizational axis like regions or functions (stability) but deploy temporary cells to address specific issues (speed); standardize work through signature processes (stability) but conduct fast, iterative experiments to develop new products or services (speed); or emphasize shared cultural values (stability) but radically empower the front line to make decisions that embody them (speed).\u003c/p\u003e\n\u003cp\u003eIn short, by constantly reorganizing around a stable core, agile companies break the cycle of recurring\u0026mdash;and mostly futile\u0026mdash;large-scale organization redesigns.\u003c/p\u003e\n\u003ch3\u003eNine golden rules\u003c/h3\u003e\n\u003cp\u003eAlthough certain rules are made to be broken, you don\u0026rsquo;t win at tennis by swatting balls off the court, to paraphrase the novelist Carlos Ruiz Zaf\u0026oacute;n.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote21\"\u003e\u003csup\u003e21\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote21\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e21.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eCarlos Ruiz Zaf\u0026oacute;n, \u003cem\u003eThe Angel\u0026rsquo;s Game\u003c/em\u003e, London, United Kingdom: Weidenfeld \u0026amp; Nicolson, 2009.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e Research shows that when companies reorganize themselves, they should follow nine rules that make a redesign upward of seven times more likely to succeed than it would be if the company followed only a few.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote22\"\u003e\u003csup\u003e22\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote22\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e22.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eSteven Aronowitz, Aaron De Smet, and Deirdre McGinty, \u0026ldquo;\u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/getting-organizational-redesign-right\"\u003eGetting organizational redesign right\u003c/a\u003e,\u0026rdquo; \u003cem\u003eMcKinsey Quarterly\u003c/em\u003e, June 2015.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e The more of these rules they follow, the higher their chances of success (Exhibit 2):\u003c/p\u003e\n[[Exhibit 2]]\n\u003cul\u003e\n \u003cli\u003e\u003cem\u003eRule 1.\u003c/em\u003e Focus first on the longer-term strategic aspirations\u0026mdash;dwelling only on pain points typically creates new ones.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eRule 2.\u003c/em\u003e Take time to develop an accurate, verifiable picture of today\u0026rsquo;s structures, processes, and people.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eRule 3.\u003c/em\u003e Select the right blueprint carefully by creating multiple options and testing them under scenarios.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eRule 4.\u003c/em\u003e Go beyond lines and boxes; consider all three elements of organizational design.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eRule 5.\u003c/em\u003e Fill well-defined roles in an orderly, transparent way.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eRule 6.\u003c/em\u003e Identify and actively change the necessary mind-sets. Do not assume that people will automatically fall in line.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eRule 7.\u003c/em\u003e Use metrics to measure short- and long-term results.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eRule 8.\u003c/em\u003e Make sure business leaders communicate, and create \u003ca href=\"/featured-insights/leadership/why-effective-leaders-must-manage-up-down-and-sideways\"\u003ea powerful redesign narrative\u003c/a\u003e to inspire and mobilize the company.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eRule 9.\u003c/em\u003e Monitor and mitigate transitional risks, such as interruptions to business continuity, loss of talent, and customer-care lapses.\u003c/li\u003e\n\u003c/ul\u003e\n\u003ch2\u003eMaking it happen\u003c/h2\u003e\n\u003cp\u003eA large, US-based chemical company found itself outmaneuvered by smaller, more agile competitors. The company\u0026rsquo;s CEO and top team decided on a new strategy to regain market share: more specialized products as well as better products and service. They understood that this strategy would require a new organizational design.\u003c/p\u003e\n\u003ch3\u003e1. Aspire\u003c/h3\u003e\n\u003cp\u003eThe top team decided to strengthen the company\u0026rsquo;s functional capabilities, particularly commercial ones, and its ability to innovate. Clarifying accountabilities would be necessary to help functional leaders understand how they could trade off competing demands and sales reps to know who could rule on specific customer requests. And the farrago of product lines, functions, and geographies needed simplifying; in one sales area, customers typically received uncoordinated calls from two or three sales reps, and key accounts spanning multiple geographies could be called on by ten.\u003c/p\u003e\n\u003cp\u003eThe senior team had learned from failed redesigns that it needed to get the voice of the broader leadership into the mix early. Executives several levels down and high-potential talent from each area therefore participated in workshops to debate and refine the basic principles. These ideas ultimately included creating a single point of contact for priority customers, delegating decisions to the lowest possible level, clarifying accountabilities, developing explicit protocols for handovers in cross-functional processes, and creating agile project teams for ad hoc missions.\u003c/p\u003e\n\u003ch3\u003e2. Assess\u003c/h3\u003e\n\u003cp\u003eBefore embodying the principles in a specific blueprint, the company developed a baseline picture of the current organization. Blank data fields and outdated information made this task surprisingly hard. Vague job categories obscured what people actually did, and overlapping structures double-counted certain roles, so the number of employees\u0026mdash;in each area and overall\u0026mdash;didn\u0026rsquo;t add up.\u003c/p\u003e\n\u003cp\u003eA reorganization team then explored internal and external benchmarks. It found that staffing levels were at least 20 to 30 percent above the industry average. As the team examined R\u0026amp;D departments elsewhere, it realized how far the company\u0026rsquo;s complex, rigid structure was from the \u0026ldquo;innovation engine\u0026rdquo; of its hopes. Yet the team also found a number of strengths: some of the industry\u0026rsquo;s best technical talent in manufacturing and R\u0026amp;D, a sales force that understood customer needs, and a metrics-driven performance culture.\u003c/p\u003e\n\u003cp\u003eThe next steps were to translate these basic principles into a set of options that took account of the organization\u0026rsquo;s baseline and strengths and to pressure-test the options against plausible industry scenarios. In the resulting debates, one team argued the pros of each question, the other the cons. Ultimately, the reorganization team cut ten options down to three for presentation to the senior team, which then decided on its recommendations to the board.\u003c/p\u003e\n[[disruptor1up dis2]]\n\u003ch3\u003e3. Architect\u003c/h3\u003e\n\u003cp\u003eAfter a robust debate, the senior team chose a top-level design based on a functional axis. All operations would report to a new COO. Salespeople across product groups and regions were to unite under a chief commercial officer, and a new R\u0026amp;D function would report directly to the CEO. This part of the design was the stable backbone.\u003c/p\u003e\n\u003cp\u003eComplementing it was an agile organizational overlay to help the company draw on pools of functional talent for teams to address customer and internal issues. To speed things up, each team was to be empowered and decommissioned within three months. The overall design was tested with key customers and regulators and then brought to the board, which supported it unanimously.\u003c/p\u003e\n\u003cp\u003eNext, the company held workshops for selected lower-level staff to determine how the new structure would work in each key function. These groups went through a process like the one that generated the top-level design, though shorter: understanding the principles and the current baseline and strengths, then developing and pressure-testing detailed options. Once the detailed work was complete in each area, the pieces were combined and adjustments made to ensure consistency. After top management approved this final design, it went to an HR team that compiled a list of critical job positions with specific requirements, including skills, behavior, and mind-sets. The final step was to create a rigorous talent-matching process guided by a playbook to ensure fairness and transparency.\u003c/p\u003e\n\u003ch3\u003e4. Act\u003c/h3\u003e\n\u003cp\u003eAs the company determined who would fill key leadership roles, it developed a plan to roll out the new design. The CEO would announce it to the broader organization, and orchestrated workshops would help senior and middle managers understand the structure, process, and people implications for their areas and themselves. Conversations (including one-on-one meetings with the board, the CEO, and the top team) with the leaders most affected were to happen before the announcement. A program management office (PMO) would coordinate the process to ensure that the company met critical milestones and to monitor customer satisfaction as well as employee engagement and retention.\u003c/p\u003e\n\u003cp\u003eMind-set and behavior changes were among the most important elements of the rollout. Leaders, for example, would have to become more comfortable being accountable for things they didn\u0026rsquo;t control directly and would have to share knowledge\u0026mdash;not protect it to get their next promotion. To encourage these shifts, the rollout plan included not only communications, skill building, and role modeling but also new processes, systems, and incentives.\u003c/p\u003e\n\u003ch3\u003e5. Advance\u003c/h3\u003e\n\u003cp\u003eThanks to the leadership\u0026rsquo;s involvement in the redesign, buy-in was high throughout the rollout. Transparent communication controlled anxiety and confusion. Feedback from customers and other key external stakeholders continued to be positive, in part because the company saw to it that the business functioned smoothly throughout implementation. This positive experience attracted high-quality external talent, which brought in needed capabilities and powerfully influenced desirable shifts in mind-sets and behavior. Not everything went according to plan, but the PMO quickly identified and addressed emerging issues.\u003c/p\u003e\n\u003cp\u003eAfter a year under the new structure, the company started to grow again. Talent in key positions worked well together. The empowered cross-functional teams of the newly agile organization seized key market opportunities. Bureaucracy no longer stalled ideas; now they were tested quickly\u0026mdash;and then, if successful, scaled up. As the CEO said, \u0026ldquo;We didn\u0026rsquo;t find a silver bullet \u0026hellip; but we found a way to manufacture all the ammunition we need to win!\u0026rdquo;\u003c/p\u003e\n[[DisruptorSignUp full-width]]"},"isFullScreenInteractive":{"boolValue":false},"hideStickySocialShareBar":{"boolValue":false},"desktopID":{"value":""},"mobileID":{"value":""},"desktopURL":{"value":""},"mobileURL":{"value":""},"desktopPaddingPercentage":{"value":""},"mobilePaddingPercentage":{"value":""},"desktopOverrideHeight":{"value":""},"mobileOverrideHeight":{"value":""},"cerosOembedURL":{"value":""},"cerosRenderMode":{"targetItem":null},"cerosBackgroundColor":{"targetItem":null},"hideByLine":{"boolValue":false},"tableOfContentsTitle":{"value":"TABLE OF CONTENTS"},"accessStatus":{"targetItem":{"key":{"value":"RegisteredUsers"},"value":{"value":"Registered Users"}}},"articleType":{"targetItem":{"displayName":"Article"}},"hasSpecialReport":{"boolValue":false},"contentType":{"targetItem":{"displayName":"Article"}},"sourcePublication":{"targetItem":null},"externalPublication":{"value":""},"mobileReady":{"boolValue":true},"forClientsOnly":{"boolValue":false},"excludeFromClientLink":{"boolValue":false},"originalPublishDate":{"jsonValue":{"value":"2018-02-20T00:00:00Z"}},"footnotes":{"value":""},"contributoryPractice":{"targetItems":[]},"aboutTheAuthors":{"value":"\u003cp\u003e\u003cstrong\u003e\u003ca href=\"/our-people/scott-keller\"\u003eScott Keller\u003c/a\u003e\u003c/strong\u003e is a senior partner in McKinsey\u0026rsquo;s \u003ca href=\"/sitecore/service/notfound.aspx?item=web%3a%7b66411d00-296e-4bc4-8813-6874229cc13a%7d%40en\"\u003eSouthern California office\u003c/a\u003e, and \u003cstrong\u003eMary Meaney\u003c/strong\u003e is a senior partner in the Paris office.\n\u003c/p\u003e\u003cp\u003e\nThe authors wish to thank Aaron De Smet for his contributions to this article.\u003c/p\u003e"},"authors":{"targetItems":[{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"3F374D322BC0417FA7505D64AE57B965","name":"Scott Keller","authorTitle":{"value":"Scott Keller"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"standardImage":{"src":"/~/media/mckinsey/our people/scott keller/scottkeller_v2_profile_1536x1152.jpg","alt":"Scott Keller"},"emailLinks":{"value":"Scott_Keller@mckinsey.com"},"linkedInUrl":{"value":"https://www.linkedin.com/in/keller-scott"},"description":{"value":"Counsels Fortune 100 leadership teams on enterprise-level transformation, culture-change programs, top-team performance, and CEO effectiveness"},"locations":{"targetItems":[{"name":"Southern California","displayName":"Southern California"}]},"firmTitle":{"value":"Senior Partner"},"thumbnailImage":{"alt":"Scott Keller","src":"/~/media/mckinsey/our people/scott keller/scottkeller_v2_headshot_988x741.jpg"},"url":{"path":"/our-people/scott-keller"}}]}}]},"nonPartnerAuthors":{"targetItems":[]},"interactiveToUse":{"targetItem":null},"enableArticleComponents":{"boolValue":false},"relatedArticles":{"targetItems":[{"sourcePublication":{"targetItem":{"name":"McKinsey Quarterly"}},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"Safe enough to try: An interview with Zappos CEO Tony Hsieh"},"url":{"path":"/capabilities/people-and-organizational-performance/our-insights/safe-enough-to-try-an-interview-with-zappos-ceo-tony-hsieh"},"eyebrow":{"targetItem":{"name":"Interview"}},"articleType":{"targetItem":{"name":"Interview"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"Organizations are more likely to innovate and thrive when they unleash the potential of individuals and the power of self-organizing teams, says the online retailer\u0026rsquo;s CEO."},"standardImage":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/safe enough to try an interview with zappos ceo tony hsieh/zappos_tony_hseih_1536x1536.jpg","alt":""},"heroImage":null,"thumbnailImage":null},{"sourcePublication":{"targetItem":{"name":"McKinsey Quarterly"}},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"Agility: It rhymes with stability"},"url":{"path":"/capabilities/people-and-organizational-performance/our-insights/agility-it-rhymes-with-stability"},"eyebrow":{"targetItem":{"name":"Article"}},"articleType":{"targetItem":{"name":"Article"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"Companies can become more agile by designing their organizations both to drive speed and create stability."},"standardImage":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/agility it rhymes with stability/q15_web_agility stability_510603223_1536x1536_original.jpg","alt":"q15_web_agility-stability_510603223_1536x1536_Original"},"heroImage":null,"thumbnailImage":null},{"sourcePublication":{"targetItem":{"name":"McKinsey Quarterly"}},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"Getting organizational redesign right"},"url":{"path":"/capabilities/people-and-organizational-performance/our-insights/getting-organizational-redesign-right"},"eyebrow":{"targetItem":{"name":"Article"}},"articleType":{"targetItem":{"name":"Article"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"Companies will better integrate their people, processes, and structures by following nine golden rules."},"standardImage":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/getting organizational redesign right/org_redesign_1536x1536_original.jpg","alt":"Org_redesign_1536x1536_Original"},"heroImage":null,"thumbnailImage":null},{"sourcePublication":{"targetItem":null},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"The secrets of successful organizational redesigns: McKinsey Global Survey results"},"url":{"path":"/capabilities/people-and-organizational-performance/our-insights/the-secrets-of-successful-organizational-redesigns-mckinsey-global-survey-results"},"eyebrow":{"targetItem":{"name":"Survey"}},"articleType":{"targetItem":{"name":"Survey"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"While large-scale change efforts have become common, few organizations get them right. Executives suggest that alignment, inclusiveness, and good planning are the key factors for success."},"standardImage":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/the secrets of successful organizational redesigns mckinsey global survey results/mckinsey restructuration1536_original.jpg","alt":"mckinsey-restructuration1536_Original"},"heroImage":null,"thumbnailImage":null},{"sourcePublication":{"targetItem":{"name":"McKinsey Quarterly"}},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"Big data in the age of the telegraph"},"url":{"path":"/capabilities/people-and-organizational-performance/our-insights/big-data-in-the-age-of-the-telegraph"},"eyebrow":{"targetItem":{"name":"Article"}},"articleType":{"targetItem":{"name":"Article"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"Daniel McCallum’s 1854 organizational design for the New York and Erie Railroad resembles a tree rather than a pyramid. It empowered frontline managers by clarifying data flows."},"standardImage":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/big data in the age of the telegraph/bida13_frth.jpg","alt":"bida13_frth"},"heroImage":null,"thumbnailImage":null}]},"useEnhancedAuthors":{"boolValue":false},"acknowledgements":{"value":""},"showSocialShareFooter":{"boolValue":false},"template":{"id":"683910db-02ba-40ba-92e7-726c880160a9"},"hideFromSearchEngines":{"boolValue":false},"heroFiftyFiftyBackground":{"targetItem":null},"backgroundColor":{"targetItem":null},"gradientDirection":{"targetItem":{"key":{"value":"Bottom Right"},"value":{"value":"bottom-right"}}},"hideStickySubscriptionBar":{"value":false},"enableRegWall":{"boolValue":true},"timer":{"value":"8"},"regWallHeading":{"value":"Sign in or create a free account to read/download this McKinsey Archive article"},"showGoToHomeLink":{"boolValue":false},"regWallDescription":{"value":"McKinsey insights published prior to 2020 are available in our archives."},"isInsightsStorePage":{"boolValue":false},"enableRatingsForArticleBody":{"boolValue":false},"enableRatingsForMostPopular":{"boolValue":false},"selectedModalSubscriptions":{"targetItems":[]},"link1":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"","text":"","targetItem":null},"link2":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"","text":"","targetItem":null},"link3":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"","text":"","targetItem":null},"link4":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"","text":"","targetItem":null},"link5":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"","text":"","targetItem":null},"fullReportPDF":{"name":"Full Report PDF","src":null,"displayName":null,"title":null,"keywords":null,"description":null,"extension":null,"mimeType":null,"size":null,"pageCount":null,"thumbnailImageSrc":""},"fullReportPDFDisplayName":{"value":""},"appendixPDF":{"name":"Appendix PDF","src":null,"displayName":null,"title":null,"keywords":null,"description":null,"extension":null,"mimeType":null,"size":null,"pageCount":null,"thumbnailImageSrc":""},"appendixPDFDisplayName":{"value":""},"articlePDF":{"name":"Article PDF","src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/reorganizing to capture maximum value quickly/reorganizing-to-capture-maximum-value-quickly.pdf","displayName":"Reorganizing-to-capture-maximum-value-quickly","title":"Reorganizing to capture maximum value quickly","keywords":"","description":"","extension":"pdf","mimeType":"application/pdf","size":862349,"pageCount":"","thumbnailImageSrc":""},"briefingNotePDF":{"name":"Briefing Note PDF","src":null,"displayName":null,"title":null,"keywords":null,"description":null,"extension":null,"mimeType":null,"size":null,"pageCount":null,"thumbnailImageSrc":""},"discussionPapersPDF":{"name":"Discussion Papers PDF","src":null,"displayName":null,"title":null,"keywords":null,"description":null,"extension":null,"mimeType":null,"size":null,"pageCount":null,"thumbnailImageSrc":""},"executiveSummaryPDF":{"name":"Executive Summary PDF","src":null,"displayName":null,"title":null,"keywords":null,"description":null,"extension":null,"mimeType":null,"size":null,"pageCount":null,"thumbnailImageSrc":""},"executiveSummaryPDFDisplayName":{"value":""},"researchPreviewPDF":{"name":"Research Preview PDF","src":null,"displayName":null,"title":null,"keywords":null,"description":null,"extension":null,"mimeType":null,"size":null,"pageCount":null,"thumbnailImageSrc":""},"heroImage":{"src":null,"alt":""},"standardImage":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/reorganizing to capture maximum value quickly/reorganizing-capture-maximum-1536x1536-400.jpg","alt":"Reorganizing to capture maximum value quickly"},"heroImageTopOffset":{"value":"400"},"headerOverlayOpacity":{"targetItem":null},"heroType":{"targetItem":{"displayName":"Existing"}},"photoOverlayOpacity":{"targetItem":null},"hideHero":{"boolValue":false},"renderStackedHeroLayoutForMobile":{"boolValue":false},"articleHeroVideoId":{"value":""},"podcastHeroOmnyAudioID":{"value":""},"heroBespokeInteractiveID":{"value":""},"bespokeHeroRenderMode":{"targetItem":null},"audio":{"results":[]},"disruptor1up":{"results":[{"title":{"value":"Would you like to learn more about our \u003ca href=\"/capabilities/people-and-organizational-performance/how-we-help-clients\"\u003ePeople \u0026amp; Organizational Performance Practice\u003c/a\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"LinkType":"internal","Title":"","Text":"Visit our Organization Design page","Url":"/capabilities/people-and-organizational-performance/how-we-help-clients/organization-design","Target":"","CssClass":"","QueryString":"","Anchor":"","LinkTitle":"Organization Design"}]}},"mediaID":{"value":"dis1"},"template":{"name":"Disruptor 1Up"}},{"title":{"value":"What every leader needs to know about organizational management"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/what every leader needs to know about organizational management/going-beyond-management-fads_481292753_1536x1536_500.jpg","alt":"What every leader needs to know about organizational management"},"moreLinks":{"jsonValue":{"value":[{"LinkType":"internal","Title":"","Text":"Listen to the podcast","Url":"/capabilities/people-and-organizational-performance/our-insights/what-every-leader-needs-to-know-about-organizational-management","Target":"","CssClass":"","QueryString":"","Anchor":"","LinkTitle":"What every leader needs to know about organizational management"}]}},"mediaID":{"value":"dis2"},"template":{"name":"Disruptor 1Up"}},{"mediaID":{"value":"cop"},"title":{"value":"Explore COP29 with McKinsey"},"description":{"value":"Join our series of dynamic virtual events during COP29. Discover new research, practical strategies, and collaborations across sectors to move climate action beyond why to how."},"image":{"src":"/~/media/mckinsey/business functions/sustainability/how we help clients/cop/cop29/cop_29_thumb.jpg","alt":"McKinsey at COP29"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Register","Title":"","Url":"https://mckinsey.cventevents.com/Q2MVE1?rt=RrQJ1iBSfEiqSK7N9VAGCw\u0026RefId=cop"}]}}},{"mediaID":{"value":"attheedge"},"title":{"value":"Subscribe to the \u003cem\u003eAt the Edge\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/at-the-edge/id1612870236"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3SnUcezwM20nKnzqvUl6iF"}]}}},{"mediaID":{"value":"authortalks"},"title":{"value":"Visit \u003cem\u003e\u003ca href=\"/featured-insights/mckinsey-on-books/author-talks\"\u003eAuthor Talks\u003c/a\u003e\u003c/em\u003e to see the full series."},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/author talks/authortalks_1536x1536_v1.png","alt":"Author Talks"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/author-talks"}]}}},{"mediaID":{"value":"COVID"},"title":{"value":"Explore McKinsey’s ongoing coverage of the pandemic"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/business functions/risk/our insights/covid 19 implications for business/implications-briefing-note-4-standard-1536x1536.jpg","alt":"COVID-19: Implications for business"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Read more about the business impact of coronavirus and how organizations can respond","Title":"","Url":"/featured-insights/coronavirus-leading-through-the-crisis"}]}}},{"mediaID":{"value":"CE"},"title":{"value":"Customer experience"},"description":{"value":"More insight into creating competitive advantage by putting customers first and managing their journeys."},"image":{"src":"/~/media/mckinsey/industries/public and social sector/our insights/customer experience/customer-experience_22934010_1536x864.jpg","alt":"Customer experience"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":""}]}}},{"mediaID":{"value":"driversofdisruption"},"title":{"value":"Want to subscribe to \u003ca href=\"/features/mckinsey-center-for-future-mobility/our-insights/drivers-of-disruption\"\u003e\u003cem\u003eDrivers of Disruption\u003c/em\u003e\u003c/a\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/drivers-of-disruption/id1687257324"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5fWXzWmVKacc5I7u9CQsah?si=KQ-wUOSyQlqcnfexExiH9Q\u0026nd=1"}]}}},{"mediaID":{"value":"JOL"},"title":{"value":"The Journey of Leadership"},"description":{"value":"\u003cstrong\u003eHow CEOs Learn to Lead from the Inside Out\u003c/strong\u003e\u003cbr /\u003e\nBy \u003ca href=\"/our-people/dana-maor\"\u003eDana Maor\u003c/a\u003e, \u003ca href=\"https://www.linkedin.com/in/hanswernerkaas\"\u003eHans-Werner Kaas\u003c/a\u003e, \u003ca href=\"/our-people/kurt-strovink\"\u003eKurt Strovink\u003c/a\u003e, and \u003ca href=\"/our-people/ramesh-srinivasan\"\u003eRamesh Srinivasan\u003c/a\u003e"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/journey of leadership/journey-of-leadership-book-cover-1536x1536.jpg","alt":"The Journey of Leadership book cover"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/journey-of-leadership"}]}}},{"mediaID":{"value":"surveys"},"title":{"value":"McKinsey\u0026rsquo;s original survey research"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey global surveys/mck-global-survey-landing-1284442931-thumb-1536x1536.jpg","alt":"McKinsey Global Surveys"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Read more","Title":"","Url":"/featured-insights/mckinsey-global-surveys"}]}}},{"mediaID":{"value":"healthcarepodcast"},"title":{"value":"Want to subscribe to \u003cem\u003eMcKinsey on Healthcare\u003c/em\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-healthcare/id1469979748"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3y1AgAilV4E5Jz0x4wD9O2?si=mLCTUQ2ORTS_LC5gW_htlA\u0026dl_branch=1"}]}}},{"mediaID":{"value":"myleadershipjourney"},"title":{"value":"My Leadership Journey"},"description":{"value":"A series of conversations with leaders about the people and experiences that shaped them"},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/my leadership journey/my leadership journey collection page_131575496_thumb_1536x1536.jpg","alt":"My Leadership Journey"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/my-leadership-journey"}]}}},{"mediaID":{"value":"lessonsfromleaders"},"title":{"value":"State of Organizations: Lessons from leaders"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/state of org lessons from leaders/soo-chapter-2-872507320-standard-1536x1536.jpg","alt":"\"\""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore more interviews","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/lessons-from-leaders"}]}}},{"mediaID":{"value":"stateoforg"},"title":{"value":"The State of Organizations 2023"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Report overview","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/the-state-of-organizations-2023"}]}}},{"mediaID":{"value":"titaniumeconomy"},"title":{"value":"The Titanium Economy"},"description":{"value":"How Industrial Technology Can Create a Better, Faster, Stronger America\u003cbr /\u003e\nBy \u003ca href=\"/our-people/asutosh-padhi\"\u003eAsutosh Padhi\u003c/a\u003e, Gaurav Batra, and \u003ca href=\"https://fernweh.com/nick-santhanam/\"\u003eNick Santhanam\u003c/a\u003e"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/the titanium economy/titanium_3d-1536x1536-hero-trans.png","alt":"The Titanium Economy Book cover"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/the-titanium-economy"}]}}},{"mediaID":{"value":"GII"},"title":{"value":"Global Infrastructure Initiative"},"description":{"value":"Convening global leaders in infrastructure and capital projects in pursuit of new solutions"},"image":{"src":"/~/media/mckinsey/business functions/operations/our insights/the global infrastructure initiative/jpg-cpi-improving-construction-productivity-1536x864.jpg","alt":"Improving construction productivity"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Learn more","Title":"","Url":"http://www.globalinfrastructureinitiative.com/"}]}}},{"mediaID":{"value":"FOApodcast"},"title":{"value":"Subscribe to \u003ca href=\"/featured-insights/future-of-asia/future-of-asia-podcasts\"\u003e\u003cem\u003eFuture of Asia Podcasts\u003c/em\u003e\u003c/a\u003e"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/future-of-asia/id1480316959"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/2CZX4AR2DT4hQCFKJG0cCv?si=B20tkrOmQYymuCUhKCQOwA"}]}}},{"mediaID":{"value":"logisticsdisruptors"},"title":{"value":"Logistics Disruptors"},"description":{"value":"Meet the companies shaping how goods will move tomorrow."},"image":{"src":"/~/media/mckinsey/industries/travel logistics and infrastructure/our insights/logistics disruptors/tli-logistics-disruptors-1536x1536.jpeg","alt":"illustration autonomous truck driving off into the future"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/travel-logistics-and-infrastructure/our-insights/logistics-disruptors"}]}}},{"mediaID":{"value":"mckinseyexplainers"},"title":{"value":"Looking for direct answers to other complex questions?"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey explainers/mckinseyexplainers-flat-thumb-1536x1536.jpg","alt":"Circular, white maze filled with white semicircles."},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore the full McKinsey Explainers series","Title":"","Url":"/featured-insights/mckinsey-explainers"}]}}},{"mediaID":{"value":"livesandlegacies"},"title":{"value":"\u003cem\u003e\u003ca href=\"/featured-insights/mckinsey-on-lives-and-legacies\"\u003eMcKinsey on Lives \u0026amp; Legacies\u003c/a\u003e\u003c/em\u003e"},"description":{"value":"Highlighting the lasting impact of leaders and executives"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey on lives and legacies/lives-and-legacies-landing-page-thumb-1536x1536.jpg","alt":"McKinsey on Lives \u0026 Legacies"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore previous obituaries","Title":"","Url":"/featured-insights/mckinsey-on-lives-and-legacies"}]}}},{"mediaID":{"value":"Strategy"},"title":{"value":"Strategy in a digital age"},"description":{"value":"Our series on developing corporate and business-unit strategies in a digitally disrupted world."},"image":{"src":"/~/media/mckinsey/business functions/mckinsey digital/our insights/strategy in a digital age/digital-strategy_1536x864_flexpromoimage.jpg","alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"View the collection","Title":"","Url":"/featured-insights/strategy-in-a-digital-age"}]}}},{"mediaID":{"value":"great"},"title":{"value":"The great re-make: Manufacturing for modern times"},"description":{"value":"This 21-article compendium gives practical insights for manufacturing leaders looking to keep a step ahead of today\u0026rsquo;s disruptions."},"image":{"src":"/~/media/mckinsey/business functions/operations/our insights/the great remake manufacturing for modern times/jpg-ops-dm-compendium-cover-1536x864.jpg","alt":"The great re-make: Manufacturing for modern times"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"View the collection","Title":"","Url":"/capabilities/operations/our-insights/the-great-re-make-manufacturing-for-modern-times-compendium"}]}}},{"mediaID":{"value":"futureofamerica"},"title":{"value":"Subscribe to the \u003cem\u003eFuture of America\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/future-of-america/id1616517376"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/0FpeyjojJTKf2hVtQ3otah"}]}}},{"mediaID":{"value":"governmentpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Government\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-government/id1573645359"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/61XsO4B2ersroMft8t3KSq"}]}}},{"mediaID":{"value":"podcast"},"title":{"value":"Want to subscribe to the McKinsey Podcast?\n"},"description":{"value":"\u003cdiv class=\"cta-container -align-horizontal\"\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eGoogle Play\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eiTunes\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eStitcher\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn mck-rss-icon\"\u003eRSS\u003c/a\u003e\n\u003c/div\u003e"},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[]}}},{"mediaID":{"value":"operationspodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey Talks Operations\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-talks-operations/id1598128813"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/7LYQS2fxAoBmC3LgFNJbi8"}]}}},{"mediaID":{"value":"energyinsights"},"title":{"value":"Speak to an expert about our upstream capabilities"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/industries/oil and gas/how we help clients/energy insights/newsletter-signup-promo-bar-1536x768.jpg","alt":"EI newsletter sign up"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Contact us","Title":"","Url":"/industries/oil-and-gas/how-we-help-clients/energy-solutions/contact-us"}]}}},{"mediaID":{"value":"buildingproductspodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Building Products\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-building-product/id1735607317"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/79pncGJtBtzz7pFoR6OiH8"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/capabilities/people-and-organizational-performance/how-we-help-clients/mckinsey-academy/product-academy/mckinsey-on-building-product"}]}}},{"mediaID":{"value":"talentpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey Talks Talent\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-talks-talent/id1491112396"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5sW4eHEFMbOvAFJjMfN9a6"}]}}},{"mediaID":{"value":"outlook"},"title":{"value":"A longer, more comprehensive version of our Global Oil Supply \u0026 Demand Outlook is available for purchase upon request.\n"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Contact us","Title":"","Url":"/industries/oil-and-gas/how-we-help-clients/energy-solutions/contact-us"}]}}},{"mediaID":{"value":"talentpodcast2"},"title":{"value":"McKinsey Talks Talent Podcast"},"description":{"value":"Bryan Hancock, Brooke Weddle, and other talent experts help you navigate a fast-changing landscape and prepare for the future of work by making talent a competitive advantage."},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/mckinsey talks talent/mck-mtt-disruptor-full-1536x864-smoke-may-2021.jpg","alt":"McKinsey Talks Talent"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"See more episodes","Title":"","Url":"/capabilities/people-and-organizational-performance/mckinsey-talks-talent-podcast"}]}}},{"mediaID":{"value":"investing"},"title":{"value":"Subscribe to McKinsey on Investing"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/private-capital/our-insights/mckinsey-on-investing-issue-1/contact"}]}}},{"mediaID":{"value":"women matter"},"title":{"value":"Subscribe to McKinsey \u003cem\u003eWomen Matter Canada\u003c/em\u003e"},"description":{"value":"Please subscribe if your organization is interested in learning about participating in future research."},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":""}]}}},{"mediaID":{"value":"customs"},"title":{"value":"This article was written as part of a larger research effort to identify opportunities for improvement and innovation at customs agencies globally."},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/public-sector/our-insights/contact"}]}}},{"mediaID":{"value":"tech"},"title":{"value":"\u003cspan class=\"disrupt-ab\"\u003eCreating value beyond the hype\u003c/span\u003e"},"description":{"value":"Let\u0026rsquo;s deliver on the promise of technology from strategy to scale."},"image":{"src":"/~/media/mckinsey/business functions/mckinsey digital/how we help clients/2024/never-just-tech_thumb_1536x1536.jpg","alt":"Never just tech"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Get started","Title":"","Url":"https://www.mckinsey.com/capabilities/mckinsey-digital/how-we-help-clients?cid=njt-ste-crk-mbm-mbm--2403-promo01-njt-bam-web"}]}}},{"mediaID":{"value":"sust"},"title":{"value":"\u003cspan class=\"disrupt-ab\"\u003eMove from plans to progress.\u003c/span\u003e"},"description":{"value":"Sustainability matters. Together we’ll make it real."},"image":{"src":"/~/media/mckinsey/business functions/sustainability/how we help clients/sustainability-campaign_promo-thumb_1536x1536.jpg","alt":"Move from plans to progress."},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Get started","Title":"","Url":"https://www.mckinsey.com/capabilities/sustainability/how-we-help-clients/?cid=susti24-ste-crk-mbm-m01-other-glb-web"}]}}},{"mediaID":{"value":"nwowpodcast"},"title":{"value":"Subscribe to the New World of Work podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/the-new-world-of-work/id1319502839?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3S6fHLW6mcbDJDp1wkArKI"}]}}},{"mediaID":{"value":"globalpodcast"},"title":{"value":"Want to subscribe to \u003cem\u003eThe McKinsey Podcast\u003c/em\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/the-mckinsey-podcast/id285260960?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/4dyjRTP9xzEUPgleo6XjXI"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"YouTube","Title":"","Url":"https://www.youtube.com/@McKinsey/podcasts"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/featured-insights/mckinsey-podcast"}]}}},{"mediaID":{"value":"Qaudio"},"title":{"value":"Discover and subscribe to McKinsey Quarterly Audio"},"description":{"value":"\u003cstrong\u003eFive ways to subscribe:\u003c/strong\u003e"},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/mckinsey-quarterly-audio/id1437925222?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5mb2zYJnrPcRrML8gx5doD"}]}}},{"mediaID":{"value":"shortlist"},"title":{"value":"Subscribe to the Shortlist"},"description":{"value":"McKinsey\u0026rsquo;s new weekly newsletter, featuring must-read content on a range of topics, every Friday"},"image":{"src":"/~/media/mckinsey/email/shortlist/template/shortlist_promo-interrupter-849120982_1536x1536.jpg","alt":"the Shortlist"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Get the Shortlist in your inbox","Title":"","Url":"/user-registration/manage-account/edit-subscriptions"}]}}},{"mediaID":{"value":"retailpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Consumer and Retail\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-consumer-and-retail/id1526250428"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/41D4bro8PPDOGhEgOEJyHB?si=7l3SeYCZQD-7v3toqd9fHQ"}]}}},{"mediaID":{"value":"insurancepodcast"},"title":{"value":"Want to subscribe to the \u003cem\u003eMcKinsey on Insurance\u003c/em\u003e podcast?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-insurance/id1533196359"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5gZ6YKF7n7C9zWaER4mFZ5"}]}}},{"mediaID":{"value":"strategypodcast"},"title":{"value":"Subscribe to the \u003cem\u003eInside the Strategy Room\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/inside-the-strategy-room/id1422814215?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/4TcFfiQ0e6OYuc5kRDLxqj"}]}}},{"mediaID":{"value":"mgipodcast"},"title":{"value":"Subscribe to the \u003cem\u003eForward Thinking\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/forward-thinking/id1319502839"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3S6fHLW6mcbDJDp1wkArKI?si=0zvPmiCsQ7SBAPanfpY4aA\u0026nd=1"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/mgi/forward-thinking"}]}}}]},"globalDisruptors":{"disruptor1up":{"results":[{"mediaID":{"value":"cop"},"title":{"value":"Explore COP29 with McKinsey"},"description":{"value":"Join our series of dynamic virtual events during COP29. Discover new research, practical strategies, and collaborations across sectors to move climate action beyond why to how."},"image":{"src":"/~/media/mckinsey/business functions/sustainability/how we help clients/cop/cop29/cop_29_thumb.jpg","alt":"McKinsey at COP29"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Register","Title":"","Url":"https://mckinsey.cventevents.com/Q2MVE1?rt=RrQJ1iBSfEiqSK7N9VAGCw\u0026RefId=cop"}]}}},{"mediaID":{"value":"attheedge"},"title":{"value":"Subscribe to the \u003cem\u003eAt the Edge\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/at-the-edge/id1612870236"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3SnUcezwM20nKnzqvUl6iF"}]}}},{"mediaID":{"value":"authortalks"},"title":{"value":"Visit \u003cem\u003e\u003ca href=\"/featured-insights/mckinsey-on-books/author-talks\"\u003eAuthor Talks\u003c/a\u003e\u003c/em\u003e to see the full series."},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/author talks/authortalks_1536x1536_v1.png","alt":"Author Talks"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/author-talks"}]}}},{"mediaID":{"value":"COVID"},"title":{"value":"Explore McKinsey’s ongoing coverage of the pandemic"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/business functions/risk/our insights/covid 19 implications for business/implications-briefing-note-4-standard-1536x1536.jpg","alt":"COVID-19: Implications for business"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Read more about the business impact of coronavirus and how organizations can respond","Title":"","Url":"/featured-insights/coronavirus-leading-through-the-crisis"}]}}},{"mediaID":{"value":"CE"},"title":{"value":"Customer experience"},"description":{"value":"More insight into creating competitive advantage by putting customers first and managing their journeys."},"image":{"src":"/~/media/mckinsey/industries/public and social sector/our insights/customer experience/customer-experience_22934010_1536x864.jpg","alt":"Customer experience"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":""}]}}},{"mediaID":{"value":"driversofdisruption"},"title":{"value":"Want to subscribe to \u003ca href=\"/features/mckinsey-center-for-future-mobility/our-insights/drivers-of-disruption\"\u003e\u003cem\u003eDrivers of Disruption\u003c/em\u003e\u003c/a\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/drivers-of-disruption/id1687257324"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5fWXzWmVKacc5I7u9CQsah?si=KQ-wUOSyQlqcnfexExiH9Q\u0026nd=1"}]}}},{"mediaID":{"value":"JOL"},"title":{"value":"The Journey of Leadership"},"description":{"value":"\u003cstrong\u003eHow CEOs Learn to Lead from the Inside Out\u003c/strong\u003e\u003cbr /\u003e\nBy \u003ca href=\"/our-people/dana-maor\"\u003eDana Maor\u003c/a\u003e, \u003ca href=\"https://www.linkedin.com/in/hanswernerkaas\"\u003eHans-Werner Kaas\u003c/a\u003e, \u003ca href=\"/our-people/kurt-strovink\"\u003eKurt Strovink\u003c/a\u003e, and \u003ca href=\"/our-people/ramesh-srinivasan\"\u003eRamesh Srinivasan\u003c/a\u003e"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/journey of leadership/journey-of-leadership-book-cover-1536x1536.jpg","alt":"The Journey of Leadership book cover"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/journey-of-leadership"}]}}},{"mediaID":{"value":"surveys"},"title":{"value":"McKinsey\u0026rsquo;s original survey research"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey global surveys/mck-global-survey-landing-1284442931-thumb-1536x1536.jpg","alt":"McKinsey Global Surveys"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Read more","Title":"","Url":"/featured-insights/mckinsey-global-surveys"}]}}},{"mediaID":{"value":"healthcarepodcast"},"title":{"value":"Want to subscribe to \u003cem\u003eMcKinsey on Healthcare\u003c/em\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-healthcare/id1469979748"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3y1AgAilV4E5Jz0x4wD9O2?si=mLCTUQ2ORTS_LC5gW_htlA\u0026dl_branch=1"}]}}},{"mediaID":{"value":"myleadershipjourney"},"title":{"value":"My Leadership Journey"},"description":{"value":"A series of conversations with leaders about the people and experiences that shaped them"},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/my leadership journey/my leadership journey collection page_131575496_thumb_1536x1536.jpg","alt":"My Leadership Journey"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/my-leadership-journey"}]}}},{"mediaID":{"value":"lessonsfromleaders"},"title":{"value":"State of Organizations: Lessons from leaders"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/state of org lessons from leaders/soo-chapter-2-872507320-standard-1536x1536.jpg","alt":"\"\""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore more interviews","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/lessons-from-leaders"}]}}},{"mediaID":{"value":"stateoforg"},"title":{"value":"The State of Organizations 2023"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Report overview","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/the-state-of-organizations-2023"}]}}},{"mediaID":{"value":"titaniumeconomy"},"title":{"value":"The Titanium Economy"},"description":{"value":"How Industrial Technology Can Create a Better, Faster, Stronger America\u003cbr /\u003e\nBy \u003ca href=\"/our-people/asutosh-padhi\"\u003eAsutosh Padhi\u003c/a\u003e, Gaurav Batra, and \u003ca href=\"https://fernweh.com/nick-santhanam/\"\u003eNick Santhanam\u003c/a\u003e"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/the titanium economy/titanium_3d-1536x1536-hero-trans.png","alt":"The Titanium Economy Book cover"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/the-titanium-economy"}]}}},{"mediaID":{"value":"GII"},"title":{"value":"Global Infrastructure Initiative"},"description":{"value":"Convening global leaders in infrastructure and capital projects in pursuit of new solutions"},"image":{"src":"/~/media/mckinsey/business functions/operations/our insights/the global infrastructure initiative/jpg-cpi-improving-construction-productivity-1536x864.jpg","alt":"Improving construction productivity"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Learn more","Title":"","Url":"http://www.globalinfrastructureinitiative.com/"}]}}},{"mediaID":{"value":"FOApodcast"},"title":{"value":"Subscribe to \u003ca href=\"/featured-insights/future-of-asia/future-of-asia-podcasts\"\u003e\u003cem\u003eFuture of Asia Podcasts\u003c/em\u003e\u003c/a\u003e"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/future-of-asia/id1480316959"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/2CZX4AR2DT4hQCFKJG0cCv?si=B20tkrOmQYymuCUhKCQOwA"}]}}},{"mediaID":{"value":"logisticsdisruptors"},"title":{"value":"Logistics Disruptors"},"description":{"value":"Meet the companies shaping how goods will move tomorrow."},"image":{"src":"/~/media/mckinsey/industries/travel logistics and infrastructure/our insights/logistics disruptors/tli-logistics-disruptors-1536x1536.jpeg","alt":"illustration autonomous truck driving off into the future"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/travel-logistics-and-infrastructure/our-insights/logistics-disruptors"}]}}},{"mediaID":{"value":"mckinseyexplainers"},"title":{"value":"Looking for direct answers to other complex questions?"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey explainers/mckinseyexplainers-flat-thumb-1536x1536.jpg","alt":"Circular, white maze filled with white semicircles."},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore the full McKinsey Explainers series","Title":"","Url":"/featured-insights/mckinsey-explainers"}]}}},{"mediaID":{"value":"livesandlegacies"},"title":{"value":"\u003cem\u003e\u003ca href=\"/featured-insights/mckinsey-on-lives-and-legacies\"\u003eMcKinsey on Lives \u0026amp; Legacies\u003c/a\u003e\u003c/em\u003e"},"description":{"value":"Highlighting the lasting impact of leaders and executives"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey on lives and legacies/lives-and-legacies-landing-page-thumb-1536x1536.jpg","alt":"McKinsey on Lives \u0026 Legacies"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore previous obituaries","Title":"","Url":"/featured-insights/mckinsey-on-lives-and-legacies"}]}}},{"mediaID":{"value":"Strategy"},"title":{"value":"Strategy in a digital age"},"description":{"value":"Our series on developing corporate and business-unit strategies in a digitally disrupted world."},"image":{"src":"/~/media/mckinsey/business functions/mckinsey digital/our insights/strategy in a digital age/digital-strategy_1536x864_flexpromoimage.jpg","alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"View the collection","Title":"","Url":"/featured-insights/strategy-in-a-digital-age"}]}}},{"mediaID":{"value":"great"},"title":{"value":"The great re-make: Manufacturing for modern times"},"description":{"value":"This 21-article compendium gives practical insights for manufacturing leaders looking to keep a step ahead of today\u0026rsquo;s disruptions."},"image":{"src":"/~/media/mckinsey/business functions/operations/our insights/the great remake manufacturing for modern times/jpg-ops-dm-compendium-cover-1536x864.jpg","alt":"The great re-make: Manufacturing for modern times"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"View the collection","Title":"","Url":"/capabilities/operations/our-insights/the-great-re-make-manufacturing-for-modern-times-compendium"}]}}},{"mediaID":{"value":"futureofamerica"},"title":{"value":"Subscribe to the \u003cem\u003eFuture of America\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/future-of-america/id1616517376"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/0FpeyjojJTKf2hVtQ3otah"}]}}},{"mediaID":{"value":"governmentpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Government\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-government/id1573645359"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/61XsO4B2ersroMft8t3KSq"}]}}},{"mediaID":{"value":"podcast"},"title":{"value":"Want to subscribe to the McKinsey Podcast?\n"},"description":{"value":"\u003cdiv class=\"cta-container -align-horizontal\"\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eGoogle Play\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eiTunes\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eStitcher\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn mck-rss-icon\"\u003eRSS\u003c/a\u003e\n\u003c/div\u003e"},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[]}}},{"mediaID":{"value":"operationspodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey Talks Operations\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-talks-operations/id1598128813"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/7LYQS2fxAoBmC3LgFNJbi8"}]}}},{"mediaID":{"value":"energyinsights"},"title":{"value":"Speak to an expert about our upstream capabilities"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/industries/oil and gas/how we help clients/energy insights/newsletter-signup-promo-bar-1536x768.jpg","alt":"EI newsletter sign up"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Contact us","Title":"","Url":"/industries/oil-and-gas/how-we-help-clients/energy-solutions/contact-us"}]}}},{"mediaID":{"value":"buildingproductspodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Building Products\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-building-product/id1735607317"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/79pncGJtBtzz7pFoR6OiH8"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/capabilities/people-and-organizational-performance/how-we-help-clients/mckinsey-academy/product-academy/mckinsey-on-building-product"}]}}},{"mediaID":{"value":"talentpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey Talks Talent\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-talks-talent/id1491112396"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5sW4eHEFMbOvAFJjMfN9a6"}]}}},{"mediaID":{"value":"outlook"},"title":{"value":"A longer, more comprehensive version of our Global Oil Supply \u0026 Demand Outlook is available for purchase upon request.\n"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Contact us","Title":"","Url":"/industries/oil-and-gas/how-we-help-clients/energy-solutions/contact-us"}]}}},{"mediaID":{"value":"talentpodcast2"},"title":{"value":"McKinsey Talks Talent Podcast"},"description":{"value":"Bryan Hancock, Brooke Weddle, and other talent experts help you navigate a fast-changing landscape and prepare for the future of work by making talent a competitive advantage."},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/mckinsey talks talent/mck-mtt-disruptor-full-1536x864-smoke-may-2021.jpg","alt":"McKinsey Talks Talent"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"See more episodes","Title":"","Url":"/capabilities/people-and-organizational-performance/mckinsey-talks-talent-podcast"}]}}},{"mediaID":{"value":"investing"},"title":{"value":"Subscribe to McKinsey on Investing"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/private-capital/our-insights/mckinsey-on-investing-issue-1/contact"}]}}},{"mediaID":{"value":"women matter"},"title":{"value":"Subscribe to McKinsey \u003cem\u003eWomen Matter Canada\u003c/em\u003e"},"description":{"value":"Please subscribe if your organization is interested in learning about participating in future research."},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":""}]}}},{"mediaID":{"value":"customs"},"title":{"value":"This article was written as part of a larger research effort to identify opportunities for improvement and innovation at customs agencies globally."},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/public-sector/our-insights/contact"}]}}},{"mediaID":{"value":"tech"},"title":{"value":"\u003cspan class=\"disrupt-ab\"\u003eCreating value beyond the hype\u003c/span\u003e"},"description":{"value":"Let\u0026rsquo;s deliver on the promise of technology from strategy to scale."},"image":{"src":"/~/media/mckinsey/business functions/mckinsey digital/how we help clients/2024/never-just-tech_thumb_1536x1536.jpg","alt":"Never just tech"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Get started","Title":"","Url":"https://www.mckinsey.com/capabilities/mckinsey-digital/how-we-help-clients?cid=njt-ste-crk-mbm-mbm--2403-promo01-njt-bam-web"}]}}},{"mediaID":{"value":"sust"},"title":{"value":"\u003cspan class=\"disrupt-ab\"\u003eMove from plans to progress.\u003c/span\u003e"},"description":{"value":"Sustainability matters. Together we’ll make it real."},"image":{"src":"/~/media/mckinsey/business functions/sustainability/how we help clients/sustainability-campaign_promo-thumb_1536x1536.jpg","alt":"Move from plans to progress."},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Get started","Title":"","Url":"https://www.mckinsey.com/capabilities/sustainability/how-we-help-clients/?cid=susti24-ste-crk-mbm-m01-other-glb-web"}]}}},{"mediaID":{"value":"nwowpodcast"},"title":{"value":"Subscribe to the New World of Work podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/the-new-world-of-work/id1319502839?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3S6fHLW6mcbDJDp1wkArKI"}]}}},{"mediaID":{"value":"globalpodcast"},"title":{"value":"Want to subscribe to \u003cem\u003eThe McKinsey Podcast\u003c/em\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/the-mckinsey-podcast/id285260960?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/4dyjRTP9xzEUPgleo6XjXI"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"YouTube","Title":"","Url":"https://www.youtube.com/@McKinsey/podcasts"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/featured-insights/mckinsey-podcast"}]}}},{"mediaID":{"value":"Qaudio"},"title":{"value":"Discover and subscribe to McKinsey Quarterly Audio"},"description":{"value":"\u003cstrong\u003eFive ways to subscribe:\u003c/strong\u003e"},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/mckinsey-quarterly-audio/id1437925222?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5mb2zYJnrPcRrML8gx5doD"}]}}},{"mediaID":{"value":"shortlist"},"title":{"value":"Subscribe to the Shortlist"},"description":{"value":"McKinsey\u0026rsquo;s new weekly newsletter, featuring must-read content on a range of topics, every Friday"},"image":{"src":"/~/media/mckinsey/email/shortlist/template/shortlist_promo-interrupter-849120982_1536x1536.jpg","alt":"the Shortlist"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Get the Shortlist in your inbox","Title":"","Url":"/user-registration/manage-account/edit-subscriptions"}]}}},{"mediaID":{"value":"retailpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Consumer and Retail\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-consumer-and-retail/id1526250428"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/41D4bro8PPDOGhEgOEJyHB?si=7l3SeYCZQD-7v3toqd9fHQ"}]}}},{"mediaID":{"value":"insurancepodcast"},"title":{"value":"Want to subscribe to the \u003cem\u003eMcKinsey on Insurance\u003c/em\u003e podcast?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-insurance/id1533196359"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5gZ6YKF7n7C9zWaER4mFZ5"}]}}},{"mediaID":{"value":"strategypodcast"},"title":{"value":"Subscribe to the \u003cem\u003eInside the Strategy Room\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/inside-the-strategy-room/id1422814215?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/4TcFfiQ0e6OYuc5kRDLxqj"}]}}},{"mediaID":{"value":"mgipodcast"},"title":{"value":"Subscribe to the \u003cem\u003eForward Thinking\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/forward-thinking/id1319502839"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3S6fHLW6mcbDJDp1wkArKI?si=0zvPmiCsQ7SBAPanfpY4aA\u0026nd=1"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/mgi/forward-thinking"}]}}}]},"disruptorsignup":{"results":[{"mediaID":{"value":"full-width"},"renderMode":{"targetItem":{"key":{"value":"fullwidth"},"value":{"value":"Full Width"}}},"callToAction":{"url":"/user-registration/register-mvc","text":"Subscribe"},"title":{"jsonValue":{"value":"Stay current on your favorite topics"}}},{"mediaID":{"value":"left"},"renderMode":{"targetItem":{"key":{"value":"left"},"value":{"value":"Left"}}},"callToAction":{"url":"/user-registration/register-mvc","text":"Subscribe"},"title":{"jsonValue":{"value":"Stay current on your favorite topics"}}}]}},"ceros":{"results":[]},"exhibit":{"results":[{"id":"620994538797482A9C384103E3B9E5A9","displayName":"Exhibit 1","mediaID":{"value":"1"},"includeTheAccessibilityDisclaimerText":{"boolValue":true},"headline":{"jsonValue":{"value":""}},"hideBottomBorder":{"boolValue":false},"hideEyebrow":{"boolValue":false},"eyebrow":{"jsonValue":{"value":""}},"displayNumber":{"value":"1"},"description":{"jsonValue":{"value":""}},"desktopImage":{"alt":"Agile organizations combine stability and agility for superior performance.","src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/reorganizing to capture maximum value quickly/svgz-reorganizing-capture-maximum-ex1.svgz","description":""},"mobileImage":{"alt":"","src":null},"renderMode":{"targetItem":{"key":{"value":"Medium content column width"},"value":{"value":"medium"}}},"flourishDataVisualizationID":{"value":""},"pNGImage":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/reorganizing to capture maximum value quickly/png-reorganizing-capture-maximum-ex1.png","alt":"Agile organizations combine stability and agility for superior performance."},"height":{"value":"1157"},"width":{"value":"1536"},"mobileSVGImage":{"src":null,"alt":""},"mobilePNGImage":{"src":null,"alt":""}},{"id":"2DAC8485E3734618B0E958788DBD2A5B","displayName":"Exhibit 2","mediaID":{"value":"2"},"includeTheAccessibilityDisclaimerText":{"boolValue":true},"headline":{"jsonValue":{"value":""}},"hideBottomBorder":{"boolValue":false},"hideEyebrow":{"boolValue":false},"eyebrow":{"jsonValue":{"value":""}},"displayNumber":{"value":"2"},"description":{"jsonValue":{"value":""}},"desktopImage":{"alt":"The more a corporate redesign follows nine rules, the higher its chances of success.","src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/reorganizing to capture maximum value quickly/svgz-reorganizing-capture-maximum-ex2.svgz","description":""},"mobileImage":{"alt":"","src":null},"renderMode":{"targetItem":{"key":{"value":"Medium content column width"},"value":{"value":"medium"}}},"flourishDataVisualizationID":{"value":""},"pNGImage":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/reorganizing to capture maximum value quickly/png-reorganizing-capture-maximum-ex2.png","alt":"The more a corporate redesign follows nine rules, the higher its chances of success."},"height":{"value":"1295"},"width":{"value":"1536"},"mobileSVGImage":{"src":null,"alt":""},"mobilePNGImage":{"src":null,"alt":""}}]},"image":{"results":[]},"exhibitcarousel":{"results":[]},"pullquote":{"results":[]},"disruptorsignup":{"results":[{"mediaID":{"value":"full-width"},"renderMode":{"targetItem":{"key":{"value":"fullwidth"},"value":{"value":"Full Width"}}},"callToAction":{"url":"/user-registration/register-mvc","text":"Subscribe"},"title":{"jsonValue":{"value":"Stay current on your favorite topics"}}},{"mediaID":{"value":"left"},"renderMode":{"targetItem":{"key":{"value":"left"},"value":{"value":"Left"}}},"callToAction":{"url":"/user-registration/register-mvc","text":"Subscribe"},"title":{"jsonValue":{"value":"Stay current on your favorite topics"}}}]},"articlesidebar":{"results":[]},"boxout":{"results":[]},"globalsidebar":{"results":[]},"video":{"results":[]},"scrollycontainer":{"results":[]},"bespokeinteractive":{"results":[]},"storycontainer":{"results":[]},"interactive":{"results":[]},"sectionheader":{"results":[]},"statementdisruptor":{"results":[]},"fullbleedphoto":{"results":[]},"tocitem":{"results":[]},"quizcontainer":{"results":[]},"generalup":{"results":[]},"twoupmedium":{"results":[]},"accordion":{"results":[]},"factoid":{"results":[]},"promobarwithquote":{"results":[]},"oneupmedium":{"results":[]},"oneupmediumquote":{"results":[]},"gridwall":{"results":[]},"twoupsmall":{"results":[]},"oneclicksubscribe":{"results":[]},"promobar":{"results":[]},"promobanner":{"results":[]},"sectionhero":{"results":[]},"threeuplinklist":{"results":[]},"table":{"results":[]},"explainertooltip":{"results":[]},"isFiveFiftyHorizontalArticle":{"boolValue":false},"fiveFifty":{"results":[]}},"contextItem":{"ancestors":[{"breadCrumbUrl":{"path":"/capabilities/people-and-organizational-performance/our-insights"},"breadCrumbTitle":{"value":"Our Insights"},"isMiniSite":{"boolValue":false},"displayName":"Insights on People and Organizational Performance","template":{"id":"85FF05307883480F9A4C82123F72FFD8"}},{"breadCrumbUrl":{"path":"/capabilities/people-and-organizational-performance/how-we-help-clients"},"breadCrumbTitle":null,"isMiniSite":{"boolValue":true},"displayName":"People \u0026 Organizational Performance","template":{"id":"414C6C64AD35440E9668CF39D8A18CCF"}},{"breadCrumbUrl":{"path":"/capabilities"},"breadCrumbTitle":{"value":"Capabilities"},"isMiniSite":{"boolValue":false},"displayName":"Capabilities","template":{"id":"85FF05307883480F9A4C82123F72FFD8"}},{"breadCrumbUrl":{"path":"/"},"breadCrumbTitle":{"value":""},"isMiniSite":{"boolValue":false},"displayName":"Home","template":{"id":"85FF05307883480F9A4C82123F72FFD8"}}]}}},"placeholders":{"main-area":[],"sidebar-area":[]}}]}},"itemId":"75988ccb-978c-46c8-ac56-ed76a57bb582","pageEditing":false,"site":{"name":"website"},"pageState":"normal","language":"en","pageMetaData":{"alternateLanguages":[{"languageCode":"en","displayName":"English","url":"/capabilities/people-and-organizational-performance/our-insights/reorganizing-to-capture-maximum-value-quickly"}],"currentLanguage":"en","navigationLink":"capabilities","activeItemId":"{263B5075-2E73-4049-ACE5-A781C619B562}","miniSiteId":"{3BACEF67-76B1-4244-B48C-DBD94B0F2B61}","officeCode":"","officeDisplayName":"","subscriptionPracticeData":null,"isAlaisedPage":false,"originalHostName":"www.mckinsey.com","updatedDate":"2024-11-07T09:00:09Z","createdDate":"2018-02-15T19:23:35Z","practice":{"isDefaultPractice":false,"name":"Organization","code":"N10","stickyTitle":"Sign up for emails on new Organization articles","stickySubtitle":"Never miss an insight. We'll email you when new articles are published on this topic.","previewLink":"","previewLinkLabel":"Preview","description":null,"descriptionText":"Get the latest articles on this topic delivered to your inbox","frequency":"Alert","regFormTitle":null},"url":"/capabilities/people-and-organizational-performance/our-insights/reorganizing-to-capture-maximum-value-quickly","isCareersPage":false,"officePath":"","hideAppPromo":false,"itemInfo":{"id":"75988ccb-978c-46c8-ac56-ed76a57bb582","fullPath":"/sitecore/content/McKinsey/Home/Capabilities/People and Organizational Performance/Our Insights/Reorganizing to capture maximum value quickly","templateName":"ArticleJSS","templateID":"683910db-02ba-40ba-92e7-726c880160a9"}},"defaultSettings":{"McKinsey Quarterly":"\u003cem\u003eMcKinsey Quarterly\u003c/em\u003e","FacebookCID":"soc-web","LinkedInCID":"soc-web","TwitterCID":"soc-web","Home Page SEO Details":{"Description":"McKinsey \u0026 Company is the trusted advisor and counselor to many of the world's most influential businesses and institutions.","Image_Url":"/~/media/images/global/seoimageplaceholder.jpg","Image_Alt":""}},"alumniDatalayerChunk":"static/chunks/alumnidatalayer.325ebb6069c1d69e.js"},"componentProps":{},"notFound":false,"noAccess":false},"__N_PREVIEW":true,"__N_SSP":true},"page":"/[[...path]]","query":{"timestamp":"1732257936232","path":["capabilities","operations","our-insights","the-role-of-customer-care-in-a-customer-experience-transformation","es-es"]},"buildId":"9vYT_fWQKRjfPT7lAZJdB","runtimeConfig":{"CONFIG_ENV":"production","CURRENT_ENV":"production","PUBLIC_URL":"https://www.mckinsey.com","PUBLIC_CMS_URL":"https://cms-prod.mckinsey.com","RECAPTCHA_V3_KEY":"6LdC5twSAAAAAF0dePIbY_ckeF05mKdYYJXn7uTg","INVISIBLE_RECAPTCHA_KEY":"6LcWCs0UAAAAAEik2NaGkfGH8mGHo1ThxIt-qUoE","USER_SERVICE_API_HOST":"https://prd-api.mckinsey.com","MOBILE_SERVICES_HOST":"https://mobileservices.mckinsey.com","SEARCH_SERVICE_API_HOST":"https://mckapi.mckinsey.com","OT_DATA_DOMAIN_SCRIPT_COM":"915b5091-0d7e-44d2-a8c4-cf08267e52fe","OT_DATA_DOMAIN_SCRIPT_DE":"13f50396-9d33-4d95-ba3e-1f108fa91009","OT_DATA_DOMAIN_SCRIPT_BR":"679eae24-1d5c-4f33-8aae-b35aa8269966","ADOBE_LAUNCH":"a400cfbb2fd3","BCOV_POLICY":"BCpkADawqM3Xn1B8iTmHawNytUSk0kXaQKMSM51CBVsYKHfwlRhZimTJqbOOq0NuyxTKQnvb4V9myMVRjwGkyGtJQO2HrUPOJHcsgkpbB-jyHwswonskf6XnZaF0TyyKkAQgbymSMtudeD9CLk-xCpqAzTaNUm7a3M3QKLN4pdLRNJ9_HbVMWzNpiUr5ezAVdMciDMwsD-gxNl43d7bfVP3wRhTNWbWUYn3WK7-Oz2gbxV6mMTm0jJU3SjK_x0meTprYUgdUWA-iDgwVglsnfJ_SVtVDPZypUokKv85GzFLM-ywjWlPM2Hg1ucemwwOpa-qvYBGfeMV7zP3n6s22hFCBveiWtHEBpV9N8f4rjmunMlxBx7kSlxIRjWquZm70hLRXMoxAgQ22BC86tBhgR_d1l9_-FzZuZIlZhzJwJi3ug1HszooHM8uEMOkHmB5nYj5XEgVk5JFYGcSwFSnMnNzE1ej2J3jcEiE3eSWHcremWjCZ0s9bs_8R08WpGWkBp8WMXUFfmhPBMk-MGixR_yIu7nJ6B_hYBnVhqKnnoW-xxEmRxgwG0Ev0S96cAcBG8qdlChGN7o1qN0heGTUIYnDk703q3lt9j7X4FgaITrlcPZOWZ96EHytVKUAtmtVp5BVGpiLn4viuUpEdAM_CLSBIaPVunk-39L8tm6m8iUYmbMX_KXPyaL900bQtVQgK39FCa0pUEZ_jSBOGNj1FH8NUPN2TS8_csNWfpN7gsaD9FBN3wUtawAD_RPdJ952odfwJqyvrkN89AyKnFdFMvUh6_4LCIQVYd4M5KC_k1WNLYb11KZhq6O4UaoyD4X1pV4-x0jBzEnc4VQTkL_04dw2xdPJ1uqUrmHuUcIBO0SKaEk6_5HYc3GKfYwmPz1oxMpOi-Rzw1QPyWIdbrcZdFbIHoVZ8FKfyslEv392pJMiKzUnVWL_3mZ0UqnGtddwlXYVdSs57AUdlrfOe7TVaaIMZ_kL7FSrbWrsaSufitSYr62xD1K1-qeb4wkx8QQEorxGJ3RG1Vpn97Pn5JEC_jvj0s7uzFgidYR9bp80EMmPCHUmRg-Hm1Aq1B4YMNc1ARnFz6UvT_8_pMhJEwKuypA-nPoJu4JZJNLVUdw","sitecoreApiKey":"{AD59BE63-BA20-47D4-A1B0-ECF30588E2E2}","sitecoreApiHost":"https://prod.mckinsey.com","FB_APP_ID":"1382278882079245","ARTICLE_API_HOST":"https://prd-api.mckinsey.com","SITECORE_FORMS_SERVICES_API_HOST":"https://prd-api.mckinsey.com","FEATURE_TOGGLES":"{\"stack_adapt_pixel\": true, \"article_seo_schema\":true, \"remember_me\": true, \"gql_promo_banner\": true, \"gql_highlight_bar\": true, \"gql_ceros_placeholder\": true, \"gql_two_up_medium\": true, \"gql_hero_with_partnership_mark\": true, \"gql_brightcove_gallery\": true, \"gql_one_up_medium\": true, \"gql_promo_bar_with_quote\": true, \"gql_fifty_fifty_hero\": true, \"gql_enhanched_hero\": true, \"gql_two_up_small\": true, \"gql_general_up\": true, \"gql_full_bleed_hero\": true, \"passwordless_login_enabled\": true, \"sso_enabled\": true, \"article_id\": \"\", \"personalisation_enabled\":true, \"hide_student_sticky_footer\":true, \"email_domain_validation_enabled\":true, \"enable_cid_cookie_qp\": true, \"otp_verification_enabled\": true}","HEADER_SCRIPT_HASH":"abcd1234","OKTA_AUTH_CLIENT_ID":"0oa8ppb3ypQ8uOI8y697","OKTA_AUTH_ISSUER":"https://dotcomidp.mckinsey.com/oauth2/aus2byav0jTElyFDD697/","AUTO_REDIRECTION_DURATION":"5","LINKEDIN_IDP":"0oaecyj1byxnfrfFk697","APPLE_IDP":"0oaeg2lxy6mq4PX5F697","GOOGLE_IDP":"0oaeczfkb03XL3E4O697","ALUMNI_BASE_API_URL":"https://dev-gateway.intranet.mckinsey.com/:apiKey/v1","ALUMNI_AUTHENTICATE_API_URL":"https://dev-ac3-okta-auth.intranet.mckinsey.com/authenticate","ALUMNI_OKTA_URL":"","ALUMNI_OKTA_ENABLED":"true","GOOGLE_MAP_API_KEY":"AIzaSyDqrGDNMDjy9pXHkMf-_Ut33LoC725GSe4","AWS_GATEWAY":"https://dev-gateway.mckinsey.com","AWS_API_GATEWAY_ID":"o63viscaj4","AWS_PERSONALIZATION_TRACKING_ID":"f3f97bc3-4ca7-4960-9e49-0bcff6294ab4","AWS_PERSONALIZATION_CID":"recommendations-onw-onw-mck-mck-art-2410-v1-user-ext-web","EVENTS_MODULE_CARDS_COUNT":"8","RECOMMENDATIONS_OFFER_ACTIVITY":"Article Recommendations"},"isFallback":false,"dynamicIds":[70281,73769,76731,30067,32991,98391],"gssp":true,"locale":"en","locales":["en","da-DK"],"defaultLocale":"en","isPreview":true,"scriptLoader":[]}</script><script type="text/javascript" src="/KuicBBfGKS-mFJQpgw/i9rOLSkwwVft/DRYkP2YC/AjR/AIQl1WB8"></script></body></html>