President's Column - July 2026
Hello Members and Industry Friends,
We have spoken previously about the budgeting and objective setting process. While rarely anyone’s favorite exercise, the process can be incredibly valuable. Budget reviews force us to take an honest look at our successes and failures. They challenge us to examine what is working, what is not and where resources should be directed moving forward.
When a product or service is not meeting expectations, the most important question is not who is responsible, but why. A healthy review process should never become a blame game. Instead, it should be a collaborative effort focused on understanding challenges, identifying opportunities and making meaningful improvements.
But what happens when that same approach is applied at a much higher level? What happens when the discussion is no longer about a single product line or service offering, but an entire department or even the structure of the organization itself?
Corporate restructuring is one of the most significant decisions an organization can undertake. Whether driven by growth, changing market conditions, operational inefficiencies or evolving customer needs, restructuring requires leaders to ask many of the same questions they ask during a budget review. What is working well that should be expanded? What is underperforming and needs to be changed? Is the answer a simple adjustment, or does the situation call for a complete redesign?
The answers are often found in data. Modern organizations have access to dashboards, performance metrics, customer feedback, financial reports and operational analytics that can provide valuable insight. Leaders can determine whether challenges are isolated to specific regions, departments or product lines or whether they are systemic issues affecting the organization as a whole.
The challenge, however, is that gathering information and evaluating options does not happen overnight. While leaders are assessing possibilities and considering alternatives, the day-to-day business must continue. Customers still need to be served. Employees still need direction. Projects still need to move forward.
This creates one of the most difficult leadership balancing acts: determining how much information should be shared and when.
On one hand, it is essential to involve people in the process. Those closest to the real work often have the best understanding of what is functioning effectively and where improvements are needed. Seeking input from multiple perspectives leads to better decisions and stronger outcomes. Employees who feel heard are also more likely to support future changes.
On the other hand, not every idea being discussed is a decision that will ultimately be made. Leadership teams routinely explore numerous possibilities before selecting a path forward. Sharing every scenario, every discussion or every potential organizational chart can create confusion rather than clarity.
The reality is that people naturally try to fill information gaps. When only portions of discussions become known, assumptions begin to take shape. Rumors spread. Employees may start wondering whether their department will be eliminated, whether a key product will disappear or whether their own position is at risk.
In the absence of complete information, uncertainty often fills the void.
That uncertainty can be disruptive. Some individuals may become fearful about the future and lose focus on their daily responsibilities. Others may view the situation as an opportunity and begin positioning themselves for potential new roles. While both reactions are understandable, neither contributes positively to organizational performance during a period when stability and focus are critical.
So where is the balance?
The answer is not complete secrecy, nor is it complete transparency.
Effective leaders communicate what they know, acknowledge what they do not yet know and clearly distinguish between ideas being explored and decisions that have been made. They create opportunities for employees to contribute feedback without implying that every suggestion will become policy. They provide regular updates, even when there is little new information to report, because consistency builds trust.
Most importantly, they communicate the purpose behind the process. Employees are far more likely to support change when they understand the problem being solved. If the focus remains on improving organizational effectiveness, serving customers better and positioning the organization for long-term success, conversations become less about fear and more about solutions.
Restructuring is never easy. It can be uncomfortable, emotional and disruptive. Yet when approached thoughtfully, it can also be an opportunity for renewal and growth.
Just as a budget review helps identify where resources can be better allocated, organizational restructuring can help ensure that people, processes and priorities are aligned with the future the organization is trying to create.
The key is remembering that while data may guide the decisions, trust ultimately determines whether those decisions succeed. Maintaining that trust requires leaders to strike a careful balance between gathering information behind the scenes and sharing enough information to keep people informed, engaged and focused on the path ahead.
As members of the IADD, we come from organizations of different sizes, structures and markets, but we all face the challenge of navigating change. The experiences we share and the lessons we learn from one another help make our companies, and our industry, stronger. That spirit of collaboration remains one of the greatest strengths of our association.
Thank you and all the best,
Rob has 27 years of experience at Bobst, one of the world’s leading suppliers of substrate processing, printing and converting equipment and services for the label, flexible packaging, folding carton and corrugated board industries. He currently serves as Tooling Director.
Rob is based in Switzerland, with his wife Monica and their children, Leo and Manuela. His older son, Khai is engaged and remains living in New Jersey. Rob enjoys camping and cooking as well as being a full time chauffer to hockey and swimming practices.
He is proof that being one of those “take it apart and see how it works” kind of guys can lead you to a wonderful career, meeting new people and experiencing the world.
The President's Column appears in The Cutting Edge, the IADD's monthly magazine.
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