I haven’t posted here for about six months, in large part due to some new career responsibilities that I plan to discuss in the next several upcoming posts.
Last fall, one of my colleagues, Jan, announced her upcoming retirement. She’s been the VP of Professional Services for our company for more than ten years, so her departure leaves a big gap to fill. Our CEO decided that, rather than directly replacing Jan with a new VP, we would split her organization between two of the existing executives. With that change, I took on the responsibility for our consulting department – a team of almost fifty employees.
Jan’s announcement gave us plenty of time for an orderly, thoughtful transition. Her retirement is effective at the end of June, so we’ve been working through the organizational changes over the past six months. The changes are nearly complete and, for the most part, I think we’ve handled the process very effectively.
Through the entire process, we worked to ensure that we communicated effectively and appropriately to employees – those in the consulting team who are directly affected as well as those in the rest of the company, all of whom are indirectly impacted by these changes.
Over the next few weeks, I’ll write a series of posts describing the challenges we faced, the options we considered, the choices we made, and the new organization we’ve created.
For now…I’ll leave you with this thought:
Major organization changes provide both risk and opportunity. The challenge is to minimize the former and maximize the latter.