Any attempt to restructure needs to have a clear communicable rationale. This will typically come from a review of strategy that highlights the need to address a specific issue relating to the internal or external business environment. In the CIPD research cited above, restructuring was often done to improve customer responsiveness, gain market share or improve organizational efficiency. Key drivers in the private sector were ‘typically performance declines, mergers and acquisitions and a change of chief executive. In the public sector, key drivers are the need for new collaborations and legislative and regulatory change, though chief executive changes are again important.’