Restructuring Like It's 1996
Lewin's refreeze model was written in 1947. Kotter's eight steps appeared in 1995. Prosci's ADKAR in 1998. All three are still the dominant frameworks used in NZ organisations today. In 2026. The tools haven't changed. The world has.
Five Common Mistakes Leaders Make During Restructures
Waiting to communicate until the proposal is ready? Managers avoid one-on-one conversations? Disappearing into planning meetings? These are predictable patterns that emerge when leaders treat restructures as purely structural exercises. The psychological impact gets ignored. Here's what research and NZ case law say you should do instead.
The Restructuring Waves (That Nobody Really Wants to Talk About)
This reactive, cost-cutting approach is like buying a secondhand, one-star energy rating household appliance. It does the job short-term but requires more maintenance long-term.
New Zealand Has An AI Trust Problem. Regulation Might Actually Help.
You're using AI tools at work. So is everyone around you. But do you trust it? Does your team? The data says probably not. Only 34% of New Zealanders trust the AI we're using every day. Maybe it's time we admitted something: we need clearer rules.
Do you know where your best RoI and opportunities are for AI in your organisation?
Ready to move beyond AI experimentation? Start here: What's consuming time without requiring human expertise? Where do people feel stuck in routine work? What work scales with volume but not complexity? These three questions reveal where AI can handle sophisticated but routine work, enabling people to move into more valuable, strategic, and fulfilling roles. Here's the discovery process that leads to meaningful adoption.
A Principled Approach to Organisation Design and Restructuring
There's no silver bullet' is the catch-phrase every consultant says. And they're right… except for one thing. Design principles are the closest thing to a silver bullet I've seen in organisation design. Without them, decisions default to politics, hierarchy, and personal preferences. With them? Consistent decision-making, clear accountability, and measurable success. Here's why the 'magical number seven' matters more than you think.