Problem:
Turning a failing organization around is one of the most interesting activities in management. When organizations see themselves in that downward spiral, their managers may feel that they are unable to stop the pace of negative change. That worry and that downward momentum can be very powerful. At the same time, it sometimes takes only a key impetus to deflect that movement and turn things around.
Picture yourself as a new manager hired into a failing division in a company. The product line is outdated and losing market share, inter-departmental communication is adversarial, and competition for corporate funding is fierce. How are you, a new person, going to turn things around? Consider the following example, Symphonic Cooperation, from another "industry" below. The following article is an example of how one person, working in a very different type of workplace, turned around a company by making changes in its structure. Some of what was done may be food for thought in your very different work environment. As your first job as the new manager at the outdated, adversarial company, write a plan for changing its organizational structure, incorporating the following elements:
Your vision of the new organizational structure for your division including how you would realign individuals, tasks, processes and functions
Steps to manage the transition from the old organizational structure to the new policies that you would implement that should begin right away to facilitate the change to the new organizational structure