Corporate cost-cutting can wreak havoc on a business and its employees, with the spectre of uncertainty demoralising and confusing people across the organisation. Writing for Strategy+Business, three PwC employees suggest a “hope”-oriented concept of restructuring. They say that leadership must begin by making a clear case for change, to be communicated by middle and lower managers. This plan, they argue, must then be the subject of “open, deeply felt conversations” between employees and leadership. When the layoff decisions come, the authors advise a transparent and rigorous process – and, in the final phase, that those who remain must be engaged in a forward-looking process.
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