Reorg ready roadmap part 3: What great leaders do after the change
The reorganization is complete. The structure is in place, job titles are assigned, and reporting lines are formalized. From the outside, it may look like the change is over.
But this is where the real work begins.
At this stage, teams are no longer navigating ambiguity about where they sit. Now, they are trying to figure out how to operate in a new system. This is the phase where leaders must move from concept to execution, turning design decisions into daily reality.
The reality: The structure is set, but the work is just beginning
You now have clarity on roles and reporting, but that does not mean people know how to work together. Expectations are still being defined, cross-functional collaboration is still forming, and pressure to deliver results is growing. Your teams are worried about ensuring their own success as well as that of the organization.
The mistake many leaders make is to assume the structure will carry itself. But an operating model is only as effective as the behaviors it enables and the decisions it guides. This is where leadership matters most.
Four things great leaders do after the reorganization
- Commit to making the model real This means going beyond knowing what the new structure looks like. You must understand why it was designed and how it is meant to function. Your ability to help your teams thrive in the new organization rests on being able to live the new model yourself. Consider these steps:
- Revisit the intent behind the operating model. What problems was it built to solve?
- Use that intent to guide how you set priorities, coordinate with peers, and shape decisions.
- Treat the structure as a framework, not a finished product. It gives shape to the work, but it does not dictate how the work gets done. This is where you and your teams come in.
- Adapt the “how” while staying anchored to the “why” Things will not unfold exactly as planned. That doesn’t mean the plan is wrong—it means reality is offering new input. Your adaptability as a leader to keep the focus while incorporating information as you go is key to your success—and your team’s. Now’s the time to:
- Refine how work happens without losing sight of what you are trying to achieve.
- Be disciplined in your purpose, flexible in your methods.
- Keep it balanced. Resist both rigid adherence and constant reinvention.
- Practice detachment and purposeful ownership You are not here to protect a system. You are here to make it work. It’s easy to get swept up in the emotions of a new environment. Now is the time to keep those emotions in check and focus on the end game: leading toward the vision for the new organization.
- Stay focused on outcomes. Take ownership for how your team contributes to the bigger picture.
- When something fails, do not personalize it. Use it as input. The best leaders treat operating models as living systems, not fixed mandates.
- Make inclusion intentional and strategic Including others in shaping the work is not about being agreeable. It is about unlocking the full capability of the organization. People get behind new ways of working when they have helped to shape them. Your role is to make sure this happens effectively and with purpose:
- Be specific about who you bring into decision-making and why. Inclusion must serve the work, not dilute it.
- Avoid informal circles of influence that leave others confused or sidelined. This quickly erodes trust and engagement.
- Done well, inclusion increases clarity, alignment, and speed. Ignored, it creates drag and disconnection.
Four common post-change pitfalls to avoid
Pitfall #1: Assuming that the operating model will work automatically. It’s never “build it and they will come.” Acknowledge up front that making it work is the real work.
Pitfall #2: Abandoning the design too early instead of learning through it. It’s tempting to revert to the old way when resistance appears. Treat resistance as information and stay the course.
Pitfall #3: Overcorrecting at the first sign of friction. Especially in harmony-seeking cultures, quick overreactions create more uncertainty and make it harder to move to the new vision.
Pitfall #4: Making inclusion broad and vague rather than targeted and purposeful. Trying to give everyone a voice in everything leaves no one feeling heard. Get the right voices on the right decisions at the right time.
Key takeaways
- The operating model is not the solution. It is the starting point.
- Leadership after the reorganization means interpreting and adapting the model in service of outcomes.
- Inclusion is a strategic behavior that drives performance when applied with intent and discipline.
Call to action: Post-reorganization
If you are leading after a transformation, ask yourself: “Am I helping this model function as intended, or am I assuming that structure equals success?”
If you want a downloadable version of this series, click here to get the whitepaper.
This is part of a 3-part series. Be sure to read the other two: Part 1: What great leaders do before the change and Part 2: What great leaders do during the change.
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From top-down to judgment all around: The AI imperative for organizations
Each business revolution has reshaped not only how businesses operate, but how they organize themselves and empower their people. From the industrial age to the information era, and now into the age of artificial intelligence, technology has always brought with it a reconfiguration of authority, capability, and judgment.
In the 19th century, industrialization centralized work and knowledge. The factory system required hierarchical structures where strategy, information, and decision-making were concentrated at the top. Managers at the apex made tradeoffs for the greater good of the enterprise because they were the only ones with access to the full picture.
Then came the information economy. With it came the distribution of information and a need for more agile, team-based structures. Cross-functional collaboration and customer proximity became competitive necessities. Organizations flattened, experimented with matrix models, and pushed decision-making closer to where problems were being solved. What had once been the purview of a select few, judgment, strategic tradeoffs, and insight became expected competencies for managers and team leads across the enterprise.
Now, AI is changing the game again. But this time, it’s not just about access to data. It’s about access to intelligence.
Generative AI democratizes access not only to information, but to intelligent output. That shifts the burden for humans from producing insights to evaluating them. Judgment, which was long the domain of a few executives, must now become a baseline competency for the many across the organization.
But here’s the paradox: while AI extends our capacity for intelligence, discernment, the human ability to weigh context, values, and consequence, is still best left in the hands of human leaders. As organizations begin to automate early-career work, they may inadvertently erase the very pathways and opportunities by which judgment was built.
Why judgment matters more than ever
Deloitte’s 2023 Human Capital Trends survey found that 85% of leaders believe independent decision-making is more important than ever, but only 26% say they’re ready to support it. That shortfall threatens to neutralize the very productivity gains AI promises.
If employees can’t question, challenge, or contextualize AI’s output, then intelligent tools become dangerous shortcuts. The organization stalls, not from a lack of answers, but from a lack of sense-making.
What organizations must do
To stay competitive, organizations must shift from simply adopting AI to designing AI-aware ways of working:
- Build new learning paths for judgment development. As AI replaces easily systematized tasks, companies must replace lost learning experiences with mentorship, simulations, and intentional development planning.
- Design workflows that require human input. Treat AI as a co-pilot, not an autopilot. Embed review checkpoints and tradeoff discussions. Just as innovation processes have stage gates, so should AI analyses.
- Make judgment measurable. Assess and develop decision-making under ambiguity from entry-level roles onward. Research shows the best learning strategy for this is high-fidelity simulations.
- Start earlier. Leadership development must begin far earlier in career paths, because judgment, not just knowledge, is the new differentiator.
What’s emerging is not just a flatter hierarchy, but a more distributed sense of judgment responsibility. To thrive, organizations must prepare their people not to outthink AI, but to out-judge it.
BTS acquires Nexo to strengthen its position in Brazil and Latin America
P R E S S R E L E A S E
Stockholm, May 5, 2025
STOCKHOLM, SWEDEN – BTS Group AB (publ), a leading global consultancy specializing in strategy execution, change, and people development, has agreed to acquire Nexo Pesquisa e Consultoria Ltda., Nexo, a boutique consulting firm headquartered in São Paulo, Brazil.
Nexo has been growing continuously since it was founded in 2017. With revenues of approximately 12 million Brazilian Reales (approx. 2.1 million USD) in 2024, and a highly capable team of 21 members, Nexo has built a strong reputation for delivering transformative projects in strategy, innovation, leadership, and culture.
Nexo collaborates with a great portfolio of clients across sectors such as financial services, consumer goods, and technology, assisting both local and global companies in navigating uncertainty, unlocking creativity, and activating strategy through people. Their work encompasses culture transformation, leadership development, employer value proposition, innovation culture, and vision alignment – supported by proprietary methodologies and frameworks.
BTS currently operates in Brazil servicing both local and multinational clients with a team of 13 employees. By acquiring Nexo, BTS not only increases the Group’s footprint in Brazil but also adds significant capabilities in culture and transformation services. Nexo’s client base has limited overlap with BTS, creating strong growth potential and synergy opportunities.
“Nexo is known for helping leaders and organizations tackle some of the most complex, human-centered challenges with creativity, empathy, and strategic clarity and the Nexo team is loved by their clients,” says Philios Andreou, Deputy CEO of BTS Group and President of the Other Markets Unit. “Their products and services complement and elevate our existing offerings, especially in culture transformation, and we are thrilled to welcome the Nexo team to BTS.”
“We’re excited to join BTS. We’ve long admired BTS’s approach and unique portfolio to support large organizations and leaders in connecting strategy with culture across the organization,” says Andreas Auerbach, co founder of Nexo. “Becoming part of BTS, allows us to scale our impact and bring more value to our clients while staying true to our values and culture,” adds Mariana Lage Andrade, co-founder of Nexo.
Upon completion of the transaction, Nexo’s business and organization will merge with BTS Brazil. Nexo’s founders will assume senior management roles in the joint operation.
The acquisition includes a limited initial cash consideration. Additional purchase price considerations will be paid between 2026 and 2028, provided Nexo meets specific performance targets. A limited portion of any such additional purchase price considerations will be paid in newly issued BTS shares. The transaction is effective immediately.
BTS’s acquisition strategy continues to focus on broadening our service portfolio, expanding our geographic reach, and enhancing our capabilities to support future organic growth in a fragmented market.
For more information, please contact:
Philios Andreou
Deputy CEO
BTS Group AB
philios.andreou@bts.com
Michael Wallin
Head of investor relations
BTS Group AB
michael.wallin@bts.com
+46-8-587 070 02
+46-708-78 80 19
High-performing teaming
Work today is too complex for individuals to succeed in isolation. Almost every critical decision, innovation, or transformation depends on teams working effectively together. Leaders rely on their teams to deliver results. Teams, in turn, rely on their leaders to create the conditions where performance is possible. This exchange, what leaders need from their teams, and what teams need from their leaders, sits at the heart of what we call teaming.
When teaming is strong, leaders get what they need from their teams [creativity, resilience, execution] and teams get what they need from leaders [direction, support, and the conditions to thrive]. It’s how strategy becomes action, how uncertainty becomes opportunity, and how businesses stay competitive in a fast-changing world.