How do you address competition for internal resources?

I would not, unless so indicated through the findings of the first step, necessarily change the division's structure. Too many changes in corporate structure can alienate employees, particularly when such changes are made by a new manager. Therefore, although I would change the way things are done, and who has the power to speak and be heard, I would try to keep the corporate shell the same and work to show employees how their expanded roles fit into the old form. By maintaining the stability of the old environment while adding excitement through the introduction of new tasks and communication functions and tools, the division will feel a good sense of momentum and purpose.