Recently, I explored how some CEOs successfully use organization redesigns to drive transformation while many other efforts fail. Many studies show too many redesign projects fail to deliver positive results and improve organizational performance—and insufficient leadership is a major cause. In our work, we find that the right leadership traits and behaviors are as critical to success as the actual redesign itself.
But what does a successful, CEO-driven redesign look like in the real world? I recently talked with Chris Baird, president and CEO of OptConnect, a global cellular connectivity solutions provider, about the company’s recent transformation to create a more effective and efficient customer-facing organization.
Rebecca: What prompted the transformation at OptConnect?
Chris: The short answer: growth, plain and simple. We were scaling quickly, and while our teams were performing well, we weren’t always moving in sync. Sales, support and account management each focused on the customer, but from different vantage points. That disconnect began to show up in the customer experience. We needed to operate as one team with a shared goal: deliver faster, clearer, more consistent value.
Rebecca: So you had a strong foundation, but needed to rethink how the pieces worked together?
Chris: Exactly. Our structure had evolved organically, and it got us this far, but it wasn’t optimized for the scale and complexity we were stepping into. We were duplicating effort, slowing down decisions and making it harder for customers to know where to turn. We needed to break the silos, clarify ownership and create a system that scaled with speed and precision.
Rebecca: What were the key outcomes you were aiming for?
Chris: Alignment and effectiveness. We weren’t just retooling org charts—we were redesigning how we show up for the customer. We also needed to build internal systems that made it easy for our teams to collaborate and focus on the right things. Efficiency was part of it, but even more so, the real target was effectiveness. We wanted every customer touchpoint to add value.
Rebecca: Let’s talk about the redesign journey. What worked well in the transformation?
Chris: First, we took the time to get alignment at the top of the organization. We got crystal clear on the “why” and that helped us learn the proper “how.” That was critical. Everyone on the leadership team needed to be on the same page. We used that alignment to guide the design choices we made. Then, we brought in key voices from the front lines to pressure-test the model. That helped us build something practical, not theoretical.
We redefined what success looked like. It wasn’t just call handle time or close rates. We started tracking how well teams collaborated, how often they solved issues together and how customers responded.
Rebecca: That balance of design and adoption is so important. Were there any unexpected challenges?
Chris: Plenty! One of the biggest was changing mindsets. People were comfortable in their roles and took pride in their work. Some worried that a new model meant their contributions weren’t valued. Others saw the changes as a threat to their identity or territory. We had to be relentless in over-communicating that this wasn’t about cost-cutting or control—it was about positioning us for growth and giving people more clarity and impact.
Another challenge was pacing. You want to move fast, but if you move without discipline, you create more confusion. We had to say no to some well-intended ideas because they didn’t serve the bigger picture. That was not always easy, but it had to be done.
Rebecca: How did you keep people engaged through the change?
Chris: We tried to be as transparent as possible. We included a broader leadership team to ensure we weren’t designing our strategy in a closet. We explained the vision early and often, shared prototypes of the new org model and invited feedback. We also celebrated early wins—moments when a new process saved time or when a customer shared positive feedback about the experience. That helped people see that the effort was worth it.
Rebecca: Now that you’re on the other side of this transformation, what’s different?
Chris: For starters, our customer satisfaction is way up, and our teams are collaborating more naturally. But what I’m most proud of is the cultural shift. There’s a stronger sense of shared ownership. Sales and support aren’t passing the baton—they’re running the race together.
We’ve also created more career paths. With clearer roles and processes, people can see how they can grow within the company and make this a career, not just a job. That’s helping with retention and engagement.
Rebecca: If another CEO came to you asking for advice on transforming their customer-facing functions, what would you tell them?
Chris: First, don’t start with people or structure. Start with purpose. Get aligned at the top around “why,” and ensure you’re solving for the real problem, not just its symptoms.
Second, don’t confuse design with execution. A clean org chart means nothing if behavior doesn’t change. Build systems and habits that reinforce how you want people to work. This was not easy for our team as we were eager to start solving the problems as soon as we identified them. We had to make some changes where we didn’t see behavioral changes, and we’re better for it as a result.
Third, be aware of what I call “false alignment.” This occurs when there is an unspoken disagreement among the teams or within a process. Treat transformation and alignment like a muscle; build it. Alignment can have a short shelf life if it is not central to the strategy. You don’t just discuss it once; you build the capability to keep evolving. That’s how you stay relevant internally.
Chris Baird’s insights journey make it clear how OptConnect is able to lead with purpose while putting customers—and employees—at the center of its growth.
