Roles That Are Reorganisation Resilient
- Jul 3
- 2 min read
One of the trends I'm observing this year is a growing number of redundancies across organisations. At the same time, executives are being asked to make increasingly difficult decisions about where resources should be deployed and which initiatives deserve investment.
I spend a lot of time working with CIOs and Chief Technology Officers, but the principle I'm about to share can be applied across almost any function within an organisation. It's what I call the "Rule of Thirds."
When leaders step back and assess the capability of their teams, they often find that people naturally fall into three broad groups.
The Technically Critical Third
The first third consists of people who are technically current and technically critical. These are the individuals with the skills, knowledge and expertise that keep the organisation moving forward. Without them, projects stall, delivery slows and outcomes suffer.
Their value is clear because they contribute directly to the success of key initiatives. They understand modern tools, evolving technologies and emerging ways of working. They are often the people others turn to when the stakes are high.
The Leadership Critical Third
The second third are leadership critical. They may be executives, managers or influential team members who know how to bring people together and create clarity during periods of uncertainty.
These individuals orchestrate resources, set expectations and help teams focus on what matters most. When pressure rises, they calm the storm rather than contribute to it. Their ability to align people and maintain momentum is often the difference between success and failure.
The Floating Third
The final third is where organisations should pay close attention. These are often people involved in multiple initiatives but who don't clearly own a critical technical capability or provide significant leadership leverage.
They are contributing, but their value can become difficult to define during organisational reviews or restructures. They're often swimming alongside initiatives rather than driving them.
If you recognise yourself in this category, now's the time to act. Consider how you can build greater technical currency, strengthen your leadership capability or take ownership of outcomes that matter.
For leaders assessing their workforce, focus on roles rather than names. Evaluate where value is created and where accountability sits.
And when you identify work that falls into that floating third, it may be worth asking an important question…
Could AI agents and automation now perform some of those activities more effectively? Rationalising roles or allowing people to move into higher-value roles?
Interested in an impartial view on a possible reorganisation? Feel free to contact me.
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