Article 10 • 04 Feb

Restructuring is often described in neutral terms — efficiency, optimisation, realignment.

For the people experiencing it, it’s anything but neutral.

Restructuring creates uncertainty, fear, and disengagement long before numbers are realised on a spreadsheet. And this is where leadership matters most.

Why restructures succeed — or fail

I’ve seen restructures succeed even when outcomes were difficult — and fail even when the strategy made sense.

The difference was never intent.
It was execution.

Leaders who handled restructuring well consistently:

• Explained the why, not just the what
• Acknowledged impact honestly
• Stayed visible and accessible
• Treated people with dignity, even when roles changed

Restructuring isn’t just an operational change. It becomes part of organisational memory.

People remember how decisions were made, how communication was handled, and whether leaders showed up when it mattered.

Short-term savings achieved at the cost of trust often create long-term damage.

Leadership under responsibility

Leadership during restructuring is not about having all the answers.

It’s about how responsibility is carried — calmly, visibly, and humanely.

Question to consider

What behaviours should leaders never compromise during organisational change?