What Are Strategies to Maintain High Productivity Levels During Restructuring?


    What Are Strategies to Maintain High Productivity Levels During Restructuring?

    During a company merger or restructure, maintaining high productivity is difficult but crucial. We gathered insights from Operations Managers and Founders, asking them to share one strategy they've implemented. From prioritizing open communication to implementing a 'Change Champion' program, discover four pivotal approaches recommended by the experts.

    • Prioritize Open and Frequent Communication
    • Maintain Routine Tasks and Responsibilities
    • Actively Manage Cultural Changes
    • Implement a 'Change Champion' Program

    Prioritize Open and Frequent Communication

    My recommendation is to communicate clearly and frequently with the team and make sure that everyone understands the goals of the merger or restructure, what their role is, and how it will impact their work. I'd also encourage open communication and feedback from the team to address any concerns or issues that may arise. Additionally, make sure that you have a clear plan and timeline in place, and that everyone is aware of the steps involved.

    Tom Molnar
    Tom MolnarOperations Manager, Fit Design

    Maintain Routine Tasks and Responsibilities

    One approach I've taken to maintain high productivity levels is to prioritize clear and consistent communication. By keeping employees informed about the changes, updates, and expectations, I help alleviate uncertainty and reduce anxiety. This allows them to focus on their work.

    I encourage open dialogue and feedback channels to address any concerns or questions promptly. Furthermore, I emphasize the importance of maintaining routine tasks and responsibilities to provide stability amidst the changes. By fostering a transparent and supportive environment, I help employees feel empowered and motivated. They are better equipped to contribute to the success of the merger or restructure while minimizing disruptions to productivity.

    Perry Zheng
    Perry ZhengFounder and CEO, Pallas

    Actively Manage Cultural Changes

    Four pillars in our approach to maintaining productivity: To maintain high productivity during a merger in my company, we focused on clear communication, providing much-needed support to our teams. This involved embedding cultural changes and managing operational ones simultaneously.

    To begin with, we established open lines of communication through regular meetings to keep everyone informed.

    Following this, we helped our team stay focused and unruffled by the surroundings amidst change by setting clear goals and priorities.

    We provided external support to our employees via training, assistance programs, and initiatives to maintain work-life balance.

    Lastly, we actively managed cultural changes by defining the course, establishing our operating model, energizing the organization, pinpointing cultural focal points, and outlining integration strategies.

    Above everything else, we ensured everyone understood the rationale behind changes while maintaining a conducive working environment.

    Dhari Alabdulhadi
    Dhari AlabdulhadiCTO and Founder, Ubuy New Zealand

    Implement a 'Change Champion' Program

    One approach I've taken to maintain high productivity levels during a company merger or restructure is implementing a 'Change Champion' program. This innovative approach identifies and empowers a select group of team members to serve as ambassadors of change, helping to drive communication, engagement, and productivity throughout the transition.

    These Change Champions are chosen for their exceptional leadership skills, positive attitude, and ability to influence others. They are given specialized training and resources to help them navigate the complexities of the merger or restructure, and are tasked with sharing their knowledge and insights with their colleagues. By having a network of Change Champions spread throughout the organization, we've been able to create a sense of unity and shared purpose, even in the face of significant change.

    This program has not only helped to maintain productivity but has also fostered an environment of innovation and experimentation, allowing us to emerge from the transition stronger, more agile, and better prepared to compete in a rapidly changing market. By putting our team members at the forefront of change, we've been able to harness their collective energy and creativity, resulting in success and growth for our e-commerce business.

    Matt Little
    Matt LittleFounder & Managing Director, Festoon House