Sanjiv Anand, Chairman, Cedar Management Consulting International

In this episode, I describe corporate restructuring as the equivalent of open-heart surgery for a business — high stakes, precise and unforgiving. The first principle I stress is simple: structure must always follow strategy, never individual egos or internal politics.

I explain why restructuring must be decisive and swift. Once the strategic direction is clear, design should be tightly held, execution rapid, and new roles assigned immediate performance targets. Prolonged transitions only create anxiety and resistance.

I also caution that restructuring without layoffs is very different from restructuring with job cuts — the latter requires a far more sensitive and deliberate approach.

Ultimately, restructuring is not about moving boxes on an organisation chart. It is about realigning the business to its strategy to ensure long-term survival and competitiveness.

Sanjiv Anand, Chairman, Cedar Management Consulting International

In this episode, I speak about how organisational structure can quietly become an obstacle to performance. I often describe it as “structure and musical chairs” — where roles are designed around personalities and egos rather than business strategy. Structure must always reflect strategy, never accommodate individuals.

I also discuss span of control. In my experience, a CEO should ideally have 8 to 10 direct reports. Beyond that, decision-making slows and the CEO becomes a bottleneck.

I emphasise giving strategic business units real authority and caution against overly complex matrix reporting structures that create confusion. Stability in structure builds clarity and accountability. If an organisation is constantly restructuring, it is often a symptom of deeper strategic uncertainty — not a solution in itself.

Sanjiv Anand, Chairman, Cedar Management Consulting International

In this episode, I share five critical pillars that I believe every CEO must personally lead when shaping their organisation’s people strategy. First, I discuss why organisational structure must be designed around business strategy, not individual personalities. Second, I explain how compensation frameworks should reward strategic performance through meaningful variable pay. Third, I introduce what I call the “hit by the bus list” ensuring immediate successors are ready for every critical leadership role. I also speak about culture, not as a set of values on paper, but as behaviour demonstrated daily by leadership. Finally, I emphasise the importance of direct, unfiltered communication with employees through forums such as monthly town halls, which I see as essential to building trust and alignment. These five pillars are, in my view, fundamental to building a resilient, high-performing organisation.