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A reorganization is a company redrawing its own lines: a reporting line, which decides who answers for a number; a legal line, which decides who owns the assets; or both. It is announced for what it changes after and paid for in the year it runs, and most companies can name neither as a number. The claim is a sentence: focus, accountability, nimbleness, unlock value. Not one of the nine sourced announcements in this pack carried a figure for what the new lines would change. The year is understated for the same reason: the paper carries the one-time charge, and the drag of the months in which management attends to the company rather than its customers sits in no line of the accounts, because it arrives as a slower quarter in every unit at once. It is usually the larger half. This pack turns that into a sum and an annuity. The one-time cost plus the drag for the months it runs is what the year costs. What the new structure changes a year, net of the overhead it adds, across the years it stands, is what it changes over its life. The decision reduces to two distances: the break-even change, how much the structure has to change a year before the year pays, read against the company's own claim; and the break-even life, how many years it has to stand, read against how long the last structure stood. The Model tab sweeps the life from one year to ten, because it is the figure no announcement states and the one the evidence speaks to most: three of the nine were redrawn again within twenty-six months. It stops on seven conditions, and the two it exists for are the claim as a number and the year's drag by unit.
What is the Reorg Strategy Pack
The Reorg Strategy Pack is a complete decision-support kit for one question: what a reorganization is for, what it costs in the year it runs, and what it changes after? It is built around one organizing claim: a reorganization is announced for what it changes after and paid for in the year it runs, and most companies can name neither as a number. Sixteen files carry it: the foundations, a concept deck, a scored decision wizard, a structure model blank and worked, the moves at each position, nine sourced reorganizations, a fit worksheet, a roadmap template, a practitioner manual, a field checklist, and an orientation page.
The test that runs through every file
which line is being redrawn, a reporting line or a legal one, and what the year of redrawing costs against what the new structure changes after. It is the argument in the deck, it becomes the wizard’s axes, it drives the model’s inputs, and it reappears as lines on the checklist. That is what makes 16 files a product rather than 16 documents.
The model resolves to one number you can negotiate with: The break-even change — how much the new structure has to change a year before the year pays. It ships blank and worked, and every input is a named cell rather than a figure buried inside a formula, so the number arrives with its assumptions attached rather than on its own authority.
Why a corporate reorganization strategy is approved against a sentence
Not because anyone is hiding anything. Because the two figures the decision needs live nowhere. The claim a reorganization is announced with is "focus," "accountability," "nimbleness," "unlock value," and not one of the nine sourced announcements in this pack carried a figure for what the new lines would change. The benefit is a decision made differently, and no one is asked to price a decision.
The year is understated for the same reason. The paper carries the charge: advisers, systems, severance for the layer that goes. The drag, the months in which management attends to the company rather than its customers, sits in no line of the accounts because it arrives as a slower quarter in every unit at once, and it is usually the larger half.
This pack turns that into arithmetic. The one-time cost plus the drag for the months it runs is what the year costs. What the new structure changes a year, net of the overhead it adds, across the years it stands, is what the new structure changes over its life. Then the decision reduces to two distances: the break-even change, how much the structure has to change a year before the year pays, and the break-even life, how long it has to stand, read against how long the last structure stood.
What is in the Reorg Strategy Pack
- Foundations. The framework: a reporting line against a legal line, the arithmetic of the year and the after, the four positions, and the seven halts.
- Concept deck. Twenty-two slides for a board or a strategy review, with nine sourced reorganizations and what each does not establish.
- Decision wizard. Eight scored questions returning the band, the weakest answer, and either of the two halt conditions.
- Structure model. Ten candidate lives for the new structure across the columns, and the break-even change and break-even life that decide it.
- Strategies and tactics. The moves at each of the four positions, what to do when the model halts, and four ways to make the next reorganization cheaper to judge.
- Case studies. Nine sourced reorganizations — six moved reporting lines, three moved legal lines, three were redrawn again within twenty-six months, and the most expensive one held.
- Fit worksheet. The single page of record: which line, what the structure changes, what it adds, how long it stands, what the year costs, and the two distances.
- Roadmap template. Five phases with gates and owners, the assumptions register, a reporting change and a periodic review line.
- Practitioner manual. The line, the claim as a number, the one-time cost, the drag, the life, the board paper, six failure modes.
- Field checklist. The one-pager that survives outside the binder.
- About the package. What each file does and the order in which to run them.
Who the Reorg Strategy Pack is for
A chief executive with a new structure on the agenda and a paper that says "accountability" where the number should be; a chief financial officer being asked to approve a year whose cost is the one-time charge and nothing else; a board member who has seen this company redraw itself twice in six years; a divisional or product-line head who will run one of the new units and has never been asked what it will change; a chief people officer who will carry the months; a private equity operating partner deciding whether a portfolio company should be redrawn before it is sold; and the adviser who would otherwise start from a blank page. It is worth buying when a real redrawing is in front of you. It is not worth buying to read.
An honest note on fit
This is a kit for running a decision, not a research report and not a forecast. Worked examples use an explicitly fictional company with numbers tuned to teach rather than to flatter. In the worked case a $2.4bn group proposes to redraw three regions into four product lines on a paper that says $28m. Priced properly the year costs $76.0m, 63 percent of it drag, and the new structure changes $29m a year net. The year still pays, by $36.8m over five years, and the claim can fall 32.6 percent before it stops. What the meeting had not seen is that the break-even life is 3.12 years and the last structure of this kind stood three: the risk is not the year, it is the next redrawing.
The framework content is the larger share of the pack and every page marks which is which. Four limits are stated on the page rather than worked around. The model does not forecast how long the structure will stand — that figure is your own judgment, and the Model tab sweeps it precisely because no one can settle it in advance. It prices what the structure changes as a flat figure a year, which is a simplification worth testing where the answer is close. It does not price what a redrawing does to the people who stay, beyond the months of drag. And it says nothing about what the structure is for beyond its arithmetic: a succession, a signal to a shareholder, or a market that wants to price the parts.
Questions about the Reorg Strategy Pack
- What numbers does the model produce?
- Two headlines and eleven supporting rows. The break-even change, how much the new structure has to change a year before the year of redrawing pays, and the break-even life, how many years it has to stand. Around them: what the year costs and how much of it is drag, the year against the paper, what the structure changes a year net of the overhead it adds and over its life, the difference, how far the claim can fall, the last structure against the break-even life, whether the year pays, and the year in years of profit and against revenue. The Model tab sweeps the years the structure stands, one to ten, and one row turns from No to Yes where it has stood long enough to pay.
- Our new structure is obviously better. Why price it?
- Because a better structure that stands two years has cost a year for nothing, and three of the nine sourced reorganizations were redrawn again within twenty-six months. In the worked case the structure is better, the year costs $76m against $28m in the paper, and the redrawing still pays by $36.8m over five years, but only if it stands 3.12 years, and the last structure of its kind stood three.
- We cannot put a number on focus or accountability.
- No one can, and that is the point. The number is the decisions the new lines will make differently, each priced: a price set by a product line rather than a region, a capital call made by the unit that lives with it, a layer that goes. The manual sets out the four places the change hides. Where no figure can be produced, the structure is a signal, and the pack says so rather than pretending.
- Does this apply to a holding company as well as to business units with their own P&L?
- Yes, and it separates them. A holding company or a spin-off is a legal line, which costs a year in public and cannot be moved back. Units with their own P&L are a reporting line, cheap once and dear in attention. The pack turns on which line is being redrawn, because the year costs differently on each side, and six of the nine cases moved no legal boundary at all.
- Are the case studies real companies?
- Yes. Nine sourced reorganizations: GE, Alphabet, Ford, HSBC, P&G, Unilever, Microsoft, Alibaba, and Gap. Each is dated, read through which line was redrawn and what came after, and each states what its evidence does not establish. GE is in the set to hold the other end: the most expensive year, paid in public, and the one that stood. Seven further situations are read beside the nine and labeled. The worked model, wizard, and worksheet use an explicitly fictional company, labeled as such on every file.
- Is this a subscription?
- No. One payment, one download, sixteen files, yours to keep and to use inside your organization under the license included in the pack.
- What is the Reorg Strategy Pack?
- The Reorg Strategy Pack is a decision-support kit for one question: What a reorganization costs in the year it runs, and what it changes after? It contains 16 files — foundations, concept deck, decision wizard, structure model, strategies and tactics, case studies, fit worksheet, roadmap template, practitioner manual, field checklist, about the package — built around a single organizing test: which line is being redrawn, a reporting line or a legal one, and what the year of redrawing costs against what the new structure changes after. It is what a leadership team uses to run the decision and leave a record of what they assumed, rather than a report about the topic.
- Who is the Reorg Strategy Pack for?
- Anyone who has to make this call and answer for it: an operator or owner facing the decision, the executive team running it, the board or investor testing the reasoning, or an adviser who would otherwise build the framework from a blank page. It is worth buying when a real decision is in front of you. It is not worth buying to read.
- What is in the Reorg Strategy Pack?
- 16 files in Word, PDF, PowerPoint and Excel: Foundations (Word + PDF) — The framework: a reporting line against a legal line, the arithmetic of the year and the after, the four positions, and the seven halts. Concept deck (PowerPoint + PDF) — Twenty-two slides for a board or a strategy review, with nine sourced reorganizations and what each does not establish. Decision wizard (Excel) — Eight scored questions returning the band, the weakest answer, and either of the two halt conditions. Structure model (Excel, blank and worked) — Ten candidate lives for the new structure across the columns, and the break-even change and break-even life that decide it. Strategies and tactics (Word) — The moves at each of the four positions, what to do when the model halts, and four ways to make the next reorganization cheaper to judge. Case studies (Word) — Nine sourced reorganizations — six moved reporting lines, three moved legal lines, three were redrawn again within twenty-six months, and the most expensive one held. Fit worksheet (Word, blank and worked) — The single page of record: which line, what the structure changes, what it adds, how long it stands, what the year costs, and the two distances. Roadmap template (Word) — Five phases with gates and owners, the assumptions register, a reporting change and a periodic review line. Practitioner manual (Word + PDF) — The line, the claim as a number, the one-time cost, the drag, the life, the board paper, six failure modes. Field checklist (PDF) — The one-pager that survives outside the binder. About the package (PDF) — What each file does and the order in which to run them.
- How is the Reorg Strategy Pack delivered?
- As a single download of all 16 files, immediately after payment, with the same link sent by email. It can be downloaded 3 times and the link is valid for 30 days. There is nothing to install and no account to keep.