Frequently Asked Questions
Who's going to do the work?
We are. Every project has at least one of the principal CORE partners assigned as the project lead. So you can rest assured that you will see the same faces on the project team that you see in the initial scoping discussions. We believe this is a critical part of how we work, and that it ensures that the senior business leaders who are accountable for their organization, are dealing with an equally senior CORE Partner.
We've got a business to run here. Will this interfere with day-to-day operations?
Our processes are designed specifically to avoid business disruption. Designing and implementing a new organizational structure will inevitably create some business disruption as people become accustomed to their new roles. Our change management approach starts with our first discussions, and carries on through the duration of the project, in order to minimize disruption and mitigate project risk.
what can take these projects sideways in terms of timing and execution?
Once we commit to a timeline we will meet it. In our experience, what can extend these projects past their initial estimated duration is: 1) availability of key client personnel (vacations, business travel, etc.), other company-wide initiatives that may compete for internal resources and, in some cases, talent gaps. In some cases, external recruiting is needed to fill key roles in the new structure.
How long is this thing going to take?
At the risk of sounding like a consultant… it depends. The factors that drive duration are scope of work and scale of the organization. What we can say with confidence though, is that we have never missed a deadline we have committed to. Before starting a project, we will work with you to create a timeline that works for you and your business.
Do we have to restructure the whole organization? Can't we just focus on one department?
Typically, business leaders know where the organizational pain is. If it’s in one part of the business, it may be best to focus there. On the other hand, if there is a significant change to the strategy (see “Structuring to align to strategy“) it may be best to review the entire organization. Part of our early work is to clarify with you, what is best for your organization.
What's the ROI and how long does it take to get there?
Our experience is that the most significant return is an uplift in business velocity throughout the organization. One of our clients, after redesign and implementation, achieved their five-year strategic goals in three years, accelerating their growth and capturing market value much sooner than expected. Another experienced a 66% reduction in go-to-market duration; from 9 months to 60 days. Once everyone in the organization is clear on who is accountable for what, and roles are staffed at the right level, work is better focused on the outputs the organization needs.
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