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your thought process when going through a reorganisation. You need to truly understand their top priorities, so you can protect the delivery of what’s most important to them as you lay out your new operating model. Be very clear with stakeholders about what your team will and will not do. Some will be disappointed but be ready with what Kademy refers to as “nuancing the no” – pushing back with reason (and preferably with data as well), offering alternatives, and focusing on what you are able to deliver for them. 3.
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