Some institutions are moving towards repositioning their mission, vision, work methodology and management approach with the aim of maximising their economic and investment returns. This is often achieved through revisiting their organisational structure — especially those operating in highly competitive environments.
What occurs during the restructuring of institutions may at times seem unfamiliar to public perception. There may be a need to understand the rationale behind merging certain functions, jobs and roles, while expanding in other areas to create new tasks and opportunities that align with the institution’s future vision. Such dynamics are natural in projects of this nature.
Regardless of the reasons or motivations behind restructuring, one constant remains: the importance of keeping pace with change, seizing renewed opportunities in business sectors and improving performance in ways that enable institutions to build the enterprises of tomorrow.
It is no secret that human-led development often requires explanation — so that the path towards the goal is clearly understood without misinterpretation and the direction is set without delay. It also ensures that newly introduced or redefined roles are well articulated and that resources are allocated accordingly. This necessitates the following steps:
First: Strengthen the internal communication programme to ensure effective, objective dialogue. This involves sharing the executive leadership’s vision regarding the restructuring programme and clarifying its potential impacts — so that all employees are engaged and aligned with the transformation.
Second: Reassure the human capital regarding their current and future roles. Staff should be guided towards the new opportunities made available through the restructuring, helping them view the future with ambition, realism and clarity — particularly in terms of the nature of new roles and ongoing development prospects.
Third: Train employees on the strengths of the new organisational structure. This includes repositioning certain functions and enhancing the competencies of staff taking on merged or newly created roles. It also involves preparing teams for the nature of upcoming tasks across different sectors related to the institution.
Fourth: Strengthen direct communication with all departments and divisions within the organisation. This ensures staff are kept up to date with the evolving business environment, stage-by-stage progress and fosters active collaboration to overcome any immediate or future challenges.
Fifth: Keep key partners informed of developments to enable them to play a positive role in supporting the sector’s ongoing transformation, while aligning with the institution’s vision and ambitions for the new phase.
We affirm here that the rapid pace of economic change globally requires nations, institutions, companies and individuals to respond — whether collectively or individually — in a manner that achieves defined goals. It is not always the case that change is merely a correction of the present. More precisely, development and improvement must be driven by a vision for renewed opportunity and the pursuit of a better place that we must reach. By changing our perspective, we begin to see the opportunities ahead.
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