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The applicationsto address a specific issue relating to the internal or external businessenvironment. In the CIPD research cited above, restructuring was oftendone to improve customer responsiveness, gain market share or improveorganizational efficiency. Key drivers in the private sector were ‘typicallyperformance declines, mergers and acquisitions and a change of chiefexecutive. In the public sector, key drivers are the need for new collaborationsand legislative and regulatory change, though chief executivechanges are again important.’Critical success factorsPlanning a structure requires the generation of critical success factors,design options and a risk assessment. The purpose of a restructure is toalign the organization to better achieve its strategy. Critical success factorsare important to define, because if they are met, they will ensure successfor the new structure and by implication the strategy. Although identificationof these key factors is an important prerequisite to any restructuring,this task is not necessarily clear-cut. The factors themselves willdepend on the organizational strategy, its culture, its market, its infrastructureand its internal processes.We give an example from a local government authority that needed toreorientate itself to have a much greater customer and citizen focus. Oneof the explicit strategies was to restructure the organization in a way thatwould dissolve the traditional departmental boundaries and their associateddestructive tensions and unhelpful silo mentality.CRITICAL SUCCESS FACTORS FOR ALOCAL AUTHORITYPublic service users (and relevant stakeholders) not providers arethe focusWill this structure result in clear, measurable deliverables to the customersand citizens?To what extent have we consulted with our customers?194