Submitted by Nathan on Thu, 2006-10-26 14:07.

Well, it feels that way. I have been through a few of these things in my time, the smoothest whilst at KPMG consulting ( prior to being trashed by Atos Origin ) one at EDS and the latest here at company X ( I am still working with them, and am not allowed to disclose them ).

Whatever the reason, it seems when a new senior manager steps into the role, they feel the need to change somthing, and make it quite big. I'd guess putting their stamp on the new organisation.

Its all a bit quick for me. I am a fast pased sort of a guy, but can I get my head round a 40 - 100 person department, in a few days, and decide what they need, and how to do it better. Granted a good manager, will bring in his next layer down, assess, talk to them, and draw nice oragrammes, but i think a slower method would be priudent.

take a support team, similar to that I work in now. haff the team is supporting the users on the ground, specificly in a scientific enviroment, and are very demaning on the computers and equiptment about them. Those same support guys are the closest IT related staff we have to the users, so are perfect to act as a Business Analyst function.

these guys are highly skilled in the activities of the users, and were spoecificky formed to support an it group that couldn't get to grips with the chemestry. so heere comes the reorg,