The article discusses insights gathered from interviews conducted over five years with higher education marketing and communications (marcomm) staff. Many longtime employees express skepticism toward restructuring efforts, as these often align with new leadership rather than strategic goals. The author emphasizes that structural changes should ideally facilitate strategic objectives and enhance departmental effectiveness, highlighting the need for alignment between organizational structure and institutional priorities, especially for new leaders recommending changes in their departments.
Longtime staff members often view restructuring in higher education as a response to leadership changes rather than a strategic move towards enhancing departmental effectiveness.
The conversations reveal a deep skepticism among marcomm staff about the motives behind organizational restructuring, which are frequently linked to transitions in leadership.
Collection
[
|
...
]