01 · The Result
How often do those involved call it a success?
21%
Of the respondents who were personally involved in a reorganization, [percentage] consider the reorganization a success. Global survey by McKinsey.
What's On · A reorganization is coming
A reorganization is coming. How are the teams really doing?
The new structure is on paper. You can't tell from that alone how the teams are doing. A comparison of the results before and after the reorganization shows this on a team-by-team basis.
- Organizational Chart Complete
- Teams Reassigned
- Team Leaders Appointed
- Everyone has been informed
- ?How are the teams really doing?
From the demo report
Team PhaseFire hazard“On the surface, it may still seem to be functioning, but beneath the surface, things are brewing.”
Trust3.39
Commitment3.05
Why You Shouldn't Let This Slide
A new organizational chart doesn't make a team.
02 · Uncertainty
Even before anything changes.
Stress
The book * Teamenergy * cites the threat of being split up during a reorganization, merger, or acquisition as one of the incentives that can motivate many stress within a team.
03 · The Explanation
Does the team know why?
No explanation
In one of the teams described in the book, it wasn't made clear why a new team was needed. Even later on, the team members still couldn't really explain that decision.
The structure has changed quickly. A team needs more time.
Cees van der Zwan, founder of Teamenergy
A team that's got it all together. Until something has to change.
Jump to
From the book
After the reorganization , a team can start over.
According to the book, teams that emerge from a reorganization can be considered new teams: people who have been with the organization for some time, but have never worked together in this configuration before.
Passion.
There's a sense that: we're in this together, and we're going to make something wonderful out of it.
And quite a bit of stress.
Precisely because so much is still unclear or unresolved, there’s actually quite a bit of stress. It’s exciting and can feel a bit awkward.
Not much comfort.
There aren't many routines, habits, or patterns yet. Team members are often still waiting to see how things play out.
A new team
Passiona lot
Stress
Comfort
Illustration from the book, p. 147, no measured values
A new team
Passion
Stresspretty good
Comfort
Illustration from the book, p. 147, no measured values
A new team
Passion
Stress
Comfortlow
Illustration from the book, p. 147, no measured values
A new team has potential. An assessment shows where it stands.
A case study from the book
A great team— before the reorganization.
Things can also go wrong. Take, for example, a team of 12 people who went through the process of a reorganization.
A close-knit team.
Some of the team members had already worked together. They describe the old team as close-knit, with a good atmosphere and a high level of expertise.
No explanation, no team goal.
It wasn't made clear why a new team was needed. “From the start, there was no overarching team goal.”
A false start.
The team was assigned an interimTeam leader, three days a week. There was no vision and little guidance. After five months, he left, and the team was without a Team leader for three months afterward.
“What happened here?”
Within three to four weeks, the new Team leader will be asking himself that very question. He sees a team that’s been torn apart: “not wounds, but craters.”
Vulnerable, and patient.
Team leader is being open about the challenges and is organizing team sessions with a coach, starting with each subteam. After more than a year, they’re still talking about a “new” team; it’s only recently that energy levels have started to rise again.
Prior to the reorganization
For
Close-knit, good atmosphere, great craftsmanship. Book, p. 69
“The people who were brought in never really integrated.”
Team members, looking back. Book, p. 69
After the reorganization
ForInterimNoneNew
InterimTeam leader, followed by three months without Team leader. Illustration from the book, pp. 69 and 70
“The team has been torn apart; there are no wounds, but there are craters.”
The New Team leader. Book, p. 70
Just over a year later
ForInterimNoneNewNow
It is only recently that energy levels have begun to rise again. Illustration from the book, p. 70
More than a year later, it was still a “new” team.
What the measurement tells you
How a team is doing, before and after.
Here are the results for the demo team. If you take a measurement before the reorganization, a follow-up measurement afterward will show what has changed for each team.
stress s are high.
Stress 2.11. For the top-performing teams, that figure is 1.25, and lower is better.
The workload is still manageable.
Workload: 2.92. A healthy range is between 2 and 3.
Commitment and team performance are lagging behind.
Commitment: 3.05; the recommended score is 3.5. Team results: 3.20; the recommended score is 3.5.
Resources, development, and oversight are lacking.
Resources 1.09, personal development 1.09, leadership 1.72. The recommended score is 3, and for leadership, 3.5.
And the team says so themselves.
Three themes recur in the open-ended questions: the need for a shared direction; ongoing pressure from shortages and external factors; and the desire for better collaboration and greater connection.
Your first step: the “Operation Reality Check” exercise (What’s really possible?)
You don't need a coach for that. The team does it on its own.
You take a measurement, read the results, do an exercise, and then take another measurement. That way, you can see if the enjoyment returns and if it lasts.
Frequently Asked Questions
Questions People Ask About a Reorganization.
How does a reorganization affect a team?
According to the book, even the mere threat of being split up can cause a lot of stress . After the reorganization, a team may be a new team: a lot of Passion, quite a bit of stress , and still few routines.
How often do those involved describe a reorganization as a success?
In a global survey conducted by McKinsey, 21 percent of respondents described their reorganization as a success.
When do you take measurements?
Before the reorganization, so you know where each team stands. And afterward, with a follow-up assessment, so you can see what has changed for each team. You can do this with two assessments, or you can continue to assess them for a year.
How much does a measurement cost?
One measurement costs €450 per team. To continue taking measurements, you pay €62.50 per month per team, for a minimum of one year. This gives you unlimited retesting. See the prices below.
What it costs, and what it costs to do nothing
You pay a single fee per team, regardless of how many employees are on it. Compare that fee to what it costs you to do nothing.
One measurement€450per team
- Your complete results, from multiple-choice to open-ended questions
- Action Plan with Team Exercises
- AI Coach Luca Helps You Think Through Things
For one year€62.50per month, per team
- Everything from a single measurement
- Unlimited retests, so you can see if it works
- You pay for the first year in a lump sum; after that, you can cancel the subscription at any time on a monthly basis
More teamsCustomized plan
Request a quote
Calculate it for your situation
One sick leave report€15,600
Teamenergy, one year, one team€750
A single sick day costs you 21 times as much as a year's worth of " Teamenergy " for the entire team.
Continued pay plus about 30% in employer contributions. We’re not even factoring in replacement costs and work that gets left undone.
For every figure and every step on this page, you'll see the source. Or view them all together.
Perform better while having more fun,
now for truly every team.
You can see what’s putting pressure on your team’s performance, and the team takes care of it on its own. A follow-up assessment after 4 months will show whether the team is making progress.
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