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Downsizing Without Destroying: how to trim what your organization does rather than destroy its ability to do anything at all (2008)
Monograph that explains why conventional approaches to downsizing are destructive, and a sensible alternative that trims what an organization does rather than destroying its ability to do anything at all. Okay, times are tough and you've got to cut costs. But there's a good way and a bad way to do so. Cross-the-board edicts and high-level SWAT teams that make "surgical strikes" are the bad way. Sure, they reduce spending; but they also decimate a company's ability to get anything done. As costs are cut without considering the consequences, things fail randomly. As critical support functions become bottlenecks, even strategic endeavors fail. Instead, cost cutting should focus on narrowing the number of things a company does, while ensuring that it devotes the resources needed to do those fewer things well. This monograph explains how executives can trim a company's spending without destroying its ability to do anything.
Format: paperback, 21 pages. $7.95 US Speeches on the contents of this book.... Software, methods, and consulting to implement internal market economics....
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