Magrum and Weber 227 Figure 2. Nine rules to follow for organizational restructure. Source. Adapted from Aronowitz et al.2 Aronowitz and colleagues created 9 rules to follow during an organizational restructure (see Figure 2) to help organizations with redesign. These rules were created after combining results of their research efforts incorporating insights from various companies they have worked with in the past. According to Aronowitz and colleagues, if all 9 rules are followed in a structured approach, the success rate of the redesign yields 86%. The preparation and development of a new structure will be different depending on every organization and pharmacy department. The majority of preparation and development of a new structure falls to the new structure planning process. An understanding of the nature of change, familiarity with evidence-based change models, and a grasp of the factors influencing a decision to make change are all part of the conceptual framework needed in creating change.3 After the need for restructure is established, one of the first steps is to develop a dedicated team to help with the leaders in healthsystem pharmacy, particularly the department directors from various areas of the hospital.3 This team must work to not only plan the restructure, they must all work together to come to a consensus and provide the vision and direction. To be effective, health-system pharmacy leaders will need to be guided by a well-thought through practice model that is based on the broad goals of the department. They will need to develop a plan for adoption and implementation of the new model and for assessing its effectiveness. Appropriately constituted and empowered project implementation teams will be essential to maintaining organizational consensus for the change.