Organizational change · consumer goods company
Friction after an organizational restructure
Which meeting and feedback practices were getting in the way of productive work after the restructure?
More effective meeting and feedback practices across teams adapting to a new structure.
Project questionWhich meeting and feedback practices were getting in the way of productive work after the restructure?
Which meeting and feedback practices were getting in the way of productive work after the restructure?
Feedback and meeting practices were getting in the way of productivity and wellbeing after an organizational restructure.
The useful reframe
A broad concern about organizational efficiency became two observable parts of work: how meetings were run and how feedback moved between people.
The work
From question to something a team could use.
Project work identified meetings and feedback as focus areas, used mixed-method analysis, designed two pilots, and evaluated them with participant feedback.
- 01
Choose the focus areas
Workshops, desk research, and internal material were used to identify meetings and feedback as the two priority areas.
- 02
Analyze the current pattern
Mixed methods were used to examine existing behavior and the barriers affecting communication and meeting management.
- 03
Pilot and review
Two pilot programs were designed around the diagnosed conditions, then reviewed through participant feedback on effectiveness, acceptability, and improvement needs.
Capabilities used
Move from a broad organizational concern to bounded pilots and review.
Behavioral scoping
“Efficiency” was too broad to design for. Meetings and feedback made the concern observable.
Organizational diagnosis
Workshops and internal material established the setting; desk research and mixed methods helped identify the conditions affecting practice.
Pilot design
Two bounded responses were designed around the diagnosed barriers.
Implementation feedback
Participants were asked about effectiveness, acceptability, and what should change. That evidence gave the team something more useful than a launch/no-launch verdict.
What the project produced
- Focus-area diagnosis
- Mixed-method behavioral analysis
- Two pilot programs
- Participant-feedback evaluation
Evidence
Two pilots, reviewed with participants.
- Documented
- The design of two pilots and participant feedback on effectiveness, acceptability, and improvements.
- Measurement scope
- Independent changes in productivity, wellbeing, or time use.
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