The rumour is restructure. It’s inevitable, really. Restructure follows the appointment of a new director as surely as a workers’ pay freeze follows the announcement of a CEO’s bonus. As I say: inevitable. Otherwise, what else would directors do all day? Most modern company directors have no tangible day-to-day function other than to plan restructuring. It matters not a jot whether restructuring is necessary; whether their plans ultimately result in a better structure or a worse structure; all that is important is the superficial appearance of strategy-level activity in order to justify a top salary. Restructuring: it’s what directors do.
I recall the exasperated reply of a manager at my company to one of his workers, who had accused him of laziness: “I do some work, you know. It’s not as though I’m a director.” Not yet perhaps, but he clearly had the right kind of attitude, which would identify him for fast-track promotion.
Of course, for some, restructuring is not a cause for anxiety, but a career opportunity. As many people will rise within the organisation during a restructure as will fall. There is a gilt-edged opportunity for the organogram of the company to be substantially rewritten.
Here’s one sure-fire way to guarantee that you find yourself at the summit of your own company’s organisation chart during the next restructure, rather than forever languishing somewhere near the bottom.
Turn the chart upside-down.
© Simon Turner-Tree
Simon Turner-Tree thinks he could get used to being CEO.