Shifting people to or from the business: Business analysts are constantly moving, to or from the business. It doesn't seem to matter how such shifts are organized, though; it's an unhappy existence. Recognize that there's no good answer to the question "Which resources belong in the business?" and learn to make it work.

Breaking the network of relationships: In any organization, there is an existing network of relationships. Some people act as information hubs; they are the go-to people to find out what's going on. Others act as monitors, gatekeepers or coordinators who ensure quality and timely process execution. Reorganizations often shift these key people so that processes break or key information ceases to flow. The informal network that rules "how it gets told" or "how it gets done" is as important as the formal structure.

Recognize that a successful reorganization is one in which productivity increases and the adjustment period is minimal. If you're planning a reorganization, ask yourself these questions:

-- What problem am I trying to fix? What am I giving up by fixing it this way?

-- What message does the new structure send to my clients? To my IT organization? How will this change behavior?