ReorganizationChange without losing what works
Make the changes that pay off, and keep what already works. Before we recommend anything, we listen to your key people, benchmark your organization against higher-performing comparable companies and quantify the gap.
Companies after an acquisition, a merger, rapid growth or a drop in performance.
The quantified gap with higher-performing companies in similar businesses, and prioritized adjustments.
A map of roles and decisions, a target organization, a transition plan.
If you choose, we lead it through to measured results.
When to reorganize
After an acquisition or a merger.
After rapid growth, when the organization hasn’t kept pace.
When margins or lead times slip with no obvious cause.
When every decision ends up on the CEO’s desk.
Why so many reorganizations disappoint
Fewer than a quarter of reorganizations meet their objectives, according to McKinsey, and 60% of the executives surveyed admit they did not analyze their organization enough before acting. According to Bain, in 2026, 88% of executives believe their new organization will meet its objectives, versus 36% of employees. These studies cover large companies. The risk is the same in a small or midsize business: acting before measuring.
Our approach
- Listen. Leadership, management, support functions and the front line: where decisions get lost, where work is duplicated, where value leaks away.
- Benchmark. Your structure, how responsibilities are split, your management cadence and the metrics you track, compared with higher-performing companies in similar businesses.
- Quantify the gap. What needs to change, what already works, and what each adjustment is worth.
- Recommend. Targeted adjustments or a deeper transformation, each with its cost, expected gain and risks. You decide.
- Support the transition. If you wish, with the dashboards and operating rhythms that let you see the results.
What you get
A map of roles and decision paths.
The quantified gap with comparable companies.
A target organization and governance.
A step-by-step transition plan.
Frequently asked questions
Should you reorganize right after an acquisition?
Not before you have measured. A few weeks of listening and benchmarking keep you from dismantling what was working. After that, act quickly and clearly.
How do you avoid demotivating your management team?
By listening to them first: managers are the first source of information on what is blocking the business. Each adjustment is then explained, with the numbers behind it.
Can you lead the transition, or only recommend?
Either. The recommendation is a complete deliverable on its own. We lead the transition only if you ask us to.
Does your organization still support your performance?
Peter Guillon will call you back within 8 business hours.
