ReOrg

1

The Data

What Works and What Doesn’t

As you might expect, as former McKinsey management consultants, we like to base our recommendations on the solid ground of data. This chapter draws on a sur­vey we ran with the McKinsey Quarterly in 2010; the survey was repeated—with refinements—by colleagues in 2014.¹ The first investigation was based on responses from 1,800 executives whose companies who had undergone a reorg in the last five years. The respondents ranged from midlevel managers to C-suite ­executives; from private firms to public bodies; and spanned North America, Latin America, Europe, China, India, Asia Pacific, and the rest of the ...