Chapter 1: The Enigma of Reorganizations

For a long time, the rationale behind reorganizations remained a mystery to me. However, I've come to grasp their purpose, albeit with a hint of irony.

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Observing numerous reorganizations in my field of technology security, I often felt immune to the political maneuvering and structural changes. Yet, the frequent shifts in my environment left me perplexed.

At a government agency where I recently worked, which employed around 20,000 individuals, reorganization seemed to occur annually. Strikingly, this was not due to new leadership; rather, it felt like rearranging deck chairs on the Titanic. In previous roles, such as at an Internet backbone provider, the frequent changes in management offered a semblance of justification for the constant flux, as each new manager sought to make their impact felt.

When I joined my current company, I discovered a technology structure that differed significantly from what I was accustomed to, yet it proved highly effective for the tasks at hand.

Then came the announcement: a series of meetings to enhance our “working ways,” as it was termed.

Our organizational leader sought my input, which was a curious decision in itself. I examined her whiteboard filled with potential changes to our reporting system and expressed my concerns.

"This," I advised thoughtfully, "is completely unnecessary. By adding more bureaucracy, you risk disrupting vital lines of communication, which will ultimately hinder our progress."

"You make a valid point," she replied, though her frown suggested she was unconvinced. "However, I think I might be alright with this."

This response caught me off guard. I could envision scenarios where this might be acceptable, but none where it would yield positive outcomes. What was her reasoning?

To clarify, I resorted to a classic question commonly used by meritocrats across various fields: "What issue are we attempting to address?"

Photo by Olav Ahrens Røtne on Unsplash

"We operate swiftly," she stated with a sense of pride, "but we struggle with prioritization within this team. Despite all the 'Agile' training, scrums, and planning sessions, conflicting priorities persist."

This made perfect sense. Some organizations thrive on efficiency, while others excel in prioritization and management. We had leaned too heavily into "getting things done" at the cost of "doing the right things."

For the first time in my career, I encountered a supervisor who effectively articulated this issue, beginning with a focus on improving prioritization.

I conveyed my belief that we could enhance our current structure rather than dismantle it completely. However, I also admitted that this was the first instance where I partially supported a significant overhaul of a large department.

And yes, I may have prioritized my own interests in wanting to keep my job.

Chapter 2: Insights from Experts

In the video titled "From Surviving to Thriving after a Reorganization," experts share their experiences and strategies for navigating the complexities of organizational changes. They provide valuable insights on how to adapt and thrive in the face of restructuring.

Another insightful video, "Reorganizing my Classroom Library (Finally!) // Admitting Fault and Doing Better," discusses the importance of recognizing past mistakes in organizational practices and offers practical solutions for improvement.