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Once you have your research administration team in place, the question arises:  is this the optimal structure to meet the unit's current needs? Most units maintain the existing infrastructure set in place by their predecessors, replacing staff only when lost to attrition. Periodically, however, a manager needs to step back and evaluate the team. How has the institution evolved? How has research administration changed? What are the current faculty members’ needs? Are results and actions delivered optimally? Are staff professional development needs achieved? Is there a way to build a better mousetrap?

Changes in organizational structure are often necessary to maintain competitiveness in one's field. An incoming Chancellor/Dean/Chair/Director often states priorities that may not easily be addressed with the existing processes.  A unit may grow beyond its current form, requiring evolutionary needs to maintain functionality. Whatever the driver, a manager needs to frequently evaluate how resources are being allocated and determine whether the team structure meets the client's (faculty, department, institution) needs.

When the impetus to review the structure has been initiated, a manager needs to consider (a) how the existing infrastructure was set in place and the reasons why that structure was used, (b) a 360° review of the current unmet needs, (c) brainstorming optimal possibilities of new needs, (d) a budget review to  reconcile what is desired to what is possible, and (e) a reorganization plan. This latter aspect is key. In addition to the macroscopic needs of the unit, what are the microscopic wants of the existing staff? What are individual employee's growth and development plans?

What capital is needed to ensure restructuring success? What personnel and roles are most critical? How can one best utilize or redevelop existing staffing? What are the costs of adding new staff or positions? What other infrastructure beyond human capital is necessary? Too often, we consider the larger picture and do not concentrate on individual staffing or details in the weeds. 

When restructuring, the first and most significant item is buy-in. If there is no consensus from all stakeholders – above and below – the foundation has not been set. The proposed plan is doomed to fail. While not everyone may agree with every detail, listening to all concerns is essential. Small tweaks may be necessary to appease one constituency or another. While seemingly minor, these issues are paramount to success.  The second consideration is timing. When is the optimal time? We know from experience there is no optimal time, but when is a better time? Is there a season when a launch will have the lowest impact? Consider launching a cycle before this, if possible, to allow for a longer runway. Alternatively, think about staggering the changes so the transition can be executed slowly with a softer landing. The third consideration, and one many would think most important, is funding: are there sufficient funds for a restructuring to be sustainable? It is not just the upfront costs but also the ongoing expenses.  Is there a cushion for adjustments or failures? Notably, the authors have found that funding is not as critical an element as one might anticipate. Certainly, with no funding a restructuring is not possible; yet the entire premise is not built solely on cash (i.e., additional funding does not equal success on its own).

After you have a business plan for the restructuring lined up, vetted, and approved by leadership and all staff have been apprised, the launch should be straightforward, no? The concern is that even with the best-laid plans, once in the field, unanticipated consequences may arise. Staff members may not like their new role or their new supervisor. Workflow may end up unexpectedly bottlenecked. Better ideas may surface after the fact. Impediments should be expected. Consider the initial restructuring as a "beta" version that likely will need tweaking. This does not signify that the restructuring was a failed exercise but one that is the beginning of a new journey toward stability. Should no one raise concerns, it does not mean that there are not any.  Plan for another round of tweaks.

Restructuring a team is not a one-size-fits-all or a one-and-done exercise. It is a constantly evolving process.  A well-structured team thoughtfully designed and carefully introduced can significantly benefit the organization, the employer, and the staff, both for current and future success.