Skip to main content
Organizational Redesign in Change Management

Organizational Redesign in Change Management

$248.00
Your guarantee:
30-day money-back guarantee — no questions asked
Toolkit Included:
Includes a practical, ready-to-use toolkit containing implementation templates, worksheets, checklists, and decision-support materials used to accelerate real-world application and reduce setup time.
When you get access:
Course access is prepared after purchase and delivered via email
Who trusts this:
Trusted by professionals in 160+ countries
How you learn:
Self-paced • Lifetime updates
Adding to cart… The item has been added

What does the Organizational Redesign in Change Management course cover?

Organizational Redesign in Change Management is covered here in 8 modules: Assessing Organizational Readiness for Structural Change, Defining Strategic Alignment and Design Principles, Designing Operating Models and Reporting Structures and 5 more. The outline lists 48 specific topics, opening with conducting stakeholder power and influence mapping to identify key decision-makers whose alignment is critical for redesign approval.

How do you approach Organizational Redesign in Change Management step by step?

The work is sequenced in 8 stages. It starts with Assessing Organizational Readiness for Structural Change, moves through Defining Strategic Alignment and Design Principles and Designing Operating Models and Reporting Structures, and ends at Evaluating Impact and Iterating on Design. Each stage carries its own topic list, so the sequence is followed rather than summarised.

What is in Module 1 of the Organizational Redesign in Change Management course?

Module 1 is Assessing Organizational Readiness for Structural Change. It works through conducting stakeholder power and influence mapping to identify key decision-makers whose alignment is critical for redesign approval., designing and deploying diagnostic surveys to measure employee sentiment on current structure inefficiencies and change tolerance., evaluating existing performance metrics to determine whether they support or hinder the intended redesign outcomes.

How is the Organizational Redesign in Change Management course delivered?

The Organizational Redesign in Change Management course is fully self-paced with immediate online access after enrolment. Access does not expire and future updates are included at no cost. It can be taken on any device, and a certificate of completion is issued by The Art of Service when you finish.

How much does the Organizational Redesign in Change Management course cost?

The Organizational Redesign in Change Management course is $250 as a one time payment. There is no subscription, no per seat licence and no hidden fee. Enrolment carries a 30 day satisfied or refunded guarantee, so it can be assessed in full before you commit.

Closely related courses: Organizational Redesign in Business Process Redesign, Organizational Redesign and Organizational Behavior Kit, Organizational Efficiency in Business Process Redesign, Organizational Improvement in Business Process Redesign.

More answers: what you get with every course, refund policy, all help answers.

This curriculum spans the full lifecycle of organizational redesign, comparable in scope to a multi-phase advisory engagement, addressing readiness assessment, structural modeling, workforce transition, and governance with the granularity seen in enterprise-wide change programs.

Module 1: Assessing Organizational Readiness for Structural Change

  • Conducting stakeholder power and influence mapping to identify key decision-makers whose alignment is critical for redesign approval.
  • Designing and deploying diagnostic surveys to measure employee sentiment on current structure inefficiencies and change tolerance.
  • Evaluating existing performance metrics to determine whether they support or hinder the intended redesign outcomes.
  • Reviewing historical change initiatives to identify recurring resistance patterns and root causes of past failures.
  • Facilitating cross-functional workshops to surface operational bottlenecks perceived by frontline managers.
  • Assessing IT system dependencies that may constrain or enable structural shifts, such as reporting hierarchies in HRIS platforms.

Module 2: Defining Strategic Alignment and Design Principles

  • Translating corporate strategy into operational design criteria, such as customer-centricity or speed-to-market priorities.
  • Establishing non-negotiable design principles (e.g., span of control limits, decision rights clarity) before reorganizing units.
  • Negotiating trade-offs between functional expertise centralization and business unit autonomy with executive sponsors.
  • Mapping core value chain activities to proposed structure to validate end-to-end process ownership.
  • Defining decision-making protocols (e.g., RACI models) for cross-divisional initiatives under the new model.
  • Documenting assumptions about future workload distribution to justify headcount reallocation proposals.

Module 3: Designing Operating Models and Reporting Structures

  • Selecting between matrix, flat, or hub-and-spoke models based on coordination demands and geographic dispersion.
  • Redesigning reporting lines to eliminate dual reporting conflicts while preserving functional oversight.
  • Integrating shared services units without creating bureaucratic delays in operational units.
  • Aligning job architecture and grading frameworks to reflect new role responsibilities and accountability levels.
  • Resolving conflicts between geographic, product, and customer-based segmentation in global organizations.
  • Specifying escalation paths for disputes arising from ambiguous role boundaries in hybrid structures.

Module 4: Managing Workforce Transition and Role Reallocation

  • Conducting role clarification sessions to define new responsibilities and eliminate redundancy in overlapping functions.
  • Developing redeployment pathways for displaced employees, including skills gap analysis and internal mobility options.
  • Managing voluntary redundancy programs while retaining critical talent in transition-sensitive roles.
  • Coordinating with labor representatives when structural changes affect collective bargaining agreements.
  • Updating position descriptions and performance objectives to reflect new structure accountability.
  • Addressing manager concerns about team stability during prolonged transition phases with clear communication timelines.

Module 5: Implementing Change Through Phased Rollouts

  • Sequencing structural changes by business unit to minimize disruption to revenue-generating operations.
  • Launching pilot restructures in low-risk divisions to test design assumptions before enterprise scaling.
  • Synchronizing HRIS updates with go-live dates to ensure accurate payroll, reporting, and compliance tracking.
  • Deploying change agents within departments to model new behaviors and collect real-time feedback.
  • Adjusting rollout timelines based on integration delays in merged departments or systems.
  • Managing dual operating models during transition periods where old and new structures coexist.

Module 6: Aligning Enablers: Systems, Processes, and Culture

  • Reconfiguring workflow automation tools to reflect new approval chains and handoff points.
  • Updating performance management systems to reward collaboration across redesigned boundaries.
  • Modifying budgeting and planning cycles to align with new cost center and P&L ownership.
  • Revising onboarding programs to incorporate new structural norms for new hires and transfers.
  • Identifying cultural norms that conflict with redesigned workflows, such as siloed information sharing.
  • Integrating communication platforms to support cross-structural team coordination and visibility.

Module 7: Governing Transition and Sustaining Outcomes

  • Establishing a governance board with authority to resolve structural disputes and approve role changes.
  • Tracking leading indicators such as decision cycle time and cross-unit project success rates post-redesign.
  • Conducting 90-day post-implementation reviews to identify unintended consequences and course-correct.
  • Managing executive turnover during transition by embedding redesign rationale into leadership onboarding.
  • Adjusting incentive structures to discourage reversion to pre-redesign behaviors.
  • Archiving legacy operating procedures to prevent confusion while maintaining audit trails.

Module 8: Evaluating Impact and Iterating on Design

  • Comparing pre- and post-redesign operational costs in shared functions to assess efficiency gains.
  • Measuring employee engagement scores in restructured units to detect morale impacts.
  • Conducting customer feedback analysis to determine if service delivery improved post-realignment.
  • Identifying structural misalignments revealed through incident response patterns or escalation volumes.
  • Updating design documentation to reflect approved deviations from the original blueprint.
  • Planning periodic structural health checks to assess adaptability to market or strategic shifts.
!