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Healing the Wounds: Overcoming the Trauma of Layoffs and Revitalizing Downsized Organizations by David M. Noer

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8.3. An Attempted Systemwide Intervention

The client. The new CEO of a spin-off division of a high-technology communications company.

The situation. As a part of a corporate restructuring, a large product organization spun off a specialty division. The former division general manager became the new operation's president and CEO. In order to make this operation show sufficient short-term profit to satisfy the demands of the venture capitalists who helped fund the spin-off, an across-the-board workforce reduction of about 10 percent took place just before the formal spin-off. Six months later, another substantial layoff took place. At this point, the vice president of human resources convinced the top management group that a systemwide intervention ...

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