The staff felt we had to reorganize around our strategic objectives to reflect the new reality in the Mission. A double or parallel structure just would not do, nor would the old office structure. And so we reorganized in strategic objective teams and abolished the technical offices. For us, it has been the right thing to do. There is one element to which management must be alert.
People react differently to change.
Some are more comfortable than others going out into uncharted waters. Some much prefer to know the exact course. Mission management has to take the time to make sure that the staff are solidly comfortable in taking on something new and high risk. We are a very different Mission than when we started out. We know it internally as well as what we hear from our partners, customers and Washington visitors.