Communications' role in a restructure

If you've worked in any business of any size, chances are you've been through a restructure—or know someone who has. And yet, for something that’s been around forever, restructures still seem to trip organisations up. Every. Single. Time.

Especially for us communicators. We often get given the job of ‘fixing’ the issues that arise, and while we most likely can’t ‘fix’ the leadership or HR issues, we can try to help ease the chaos and confusion that often follows. So, what goes wrong in a restructure and what is a communicator’s role during it?

6 reasons restructures fall apart

1. Co-creation is missing

Decisions are often made in a vacuum—by senior leaders or consultants who don’t actually do the work day-to-day. And while some form of ‘consultation’ might take place, it’s rarely genuine co-creation. In Australia, consultation is a legal requirement—but that doesn’t mean it’s meaningful. If it’s just a tick-box exercise, employees can see right through it.

2. Egos take over

Power struggles and turf wars among leadership can derail even the best restructure plans. When decisions are driven by ego rather than what’s best for the organisation, everyone loses.

3. Communication is poorly executed

Sometimes it's vague, sometimes it's harsh, sometimes it’s flat-out confusing. Most of the time, it misses the mark and people are left looking for jobs even if they’re not the ones impacted.

4. Human impact is underestimated

Restructures don’t just change reporting lines—they disrupt relationships, workflows, and informal support networks. When those networks disappear, teams scramble to fill the gaps, and the same inefficiencies that prompted the restructure start creeping back in.

5. Rigidity rules

Treating a restructure like it’s set in stone is a fast track to failure. The business world changes fast. Structures need to be adaptable too.

6. Poor leadership decisions

Flip-flopping, knee-jerk reactions, and lack of clarity from leadership don’t exactly inspire confidence. Leadership behaviour can either make or break a restructure.


What comms can do to help

Communicators can’t fix poor leadership or force collaboration. But we can take a proactive, thoughtful approach to guiding people through the process. Here’s where we should focus our energy:

1. Ditch the jargon and say what you mean

Let’s stop calling restructures things like “organisational optimisation” or “strategic realignment.” It doesn’t soften the blow—it just confuses and frustrates people. Be clear, direct, and respectful. Acknowledge what’s happening without spinning it. People appreciate honesty, even when the message is tough.

2. Close the loop on feedback

Too often, consultation is performative. If employees are asked for input, show them how that feedback was considered. Share the themes that came through. Explain what was adopted—and why. And just as importantly, explain what wasn’t adopted and the rationale.

Use multiple channels to keep communication open—whether it’s an FAQ page, anonymous question boxes, or live “ask us anything” sessions. And make sure leaders are prepared to answer the tough stuff, even if the answer is “we don’t know yet.”

3. Lead with empathy

This isn’t about coddling people—it’s about being human. People are being asked to adapt, change, or in some cases, leave. That’s a big deal. Dismissing those feelings with “it’s not personal” or “I know, this is hard for me too,” isn’t helpful.

Train and support leaders to show empathy, listen actively, and communicate clearly. Help them tailor messages to individuals and teams. Not everyone processes change the same way—some need time, some need visuals, some need a deep dive into the detail. One-size-fits-all doesn’t work here.

4. Be specific about what’s changing—and what’s not

People crave certainty during change. If you can’t give them all the answers, at least give them some. Be crystal clear about what’s changing (e.g. roles, reporting lines, systems), what’s staying the same (e.g. location, team, clients), and what’s still unknown. Anchoring people in the familiar can reduce fear and resistance.

5. Don’t stop communicating once the dust settles

This is the part most organisations forget. Once the new structure is live, everyone moves on—except the people left trying to figure out who to talk to, what support they have, or where they fit now.

Communicators can work with leaders to ensure ongoing updates, relationship building, and service clarity. And remember—this is a test phase. Treat it like a pilot. Create feedback loops and be prepared to make adjustments.

You can’t “comms” your way out of poor leadership. But good communication can soften the blow, build trust, and create the conditions for a smoother transition. Restructures will keep happening. Let’s make sure we’re not just repeating the same mistakes.

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