Rethinking change: downsizing businesses, changing behaviours and still managing to come out on top

Michael J.R. Butler, David Crundwell, Mike Sweeney

Research output: Other contribution

Abstract

As an indicator of global change and shifting balances of power, every September in Dalian, China, the World Economic Forum meets. The subject in 2011 – Mastering Quality Growth. On the agenda is pursuing new frontiers of growth linked to embracing disruptive innovation. With growth coming from emerging markets, and European and North American economies treading water, many firms in the West are facing the reality of having to not just downsize but actually close manufacturing operations and re-open them elsewhere, where costs are lower, to remain competitive. There are thousands of books on “change management”. Yet very few of these devote much time to downsizing preferring to talk about re-engineering or restructuring. What lessons are available from the past to achieve a positive outcome from what will inevitably be something of a human, as well as an economic, tragedy. The authors reached three fundamental conclusions from their experience and research in facility closure management within Vauxhall, UK: put your people first, make sure you keep running the business and manage your legacy. They devlop the ideas into a new business model linked to the emotions of change.
Original languageEnglish
TypeArticle
PublisherEuropean Foundation for Management Development
Publication statusPublished - 2012

Fingerprint

Downsizing
Economics
Costs
Reengineering
Agenda
Emerging markets
Manufacturing
Business model
Emotion
Disruptive innovation
Global change
China
Change management
New business
Closure
Water

Bibliographical note

Winner of the first ever Chartered Management Institute (CMI) Management Articles of the Year competition

Cite this

Butler, M. J. R., Crundwell, D., & Sweeney, M. (2012). Rethinking change: downsizing businesses, changing behaviours and still managing to come out on top. European Foundation for Management Development.
Butler, Michael J.R. ; Crundwell, David ; Sweeney, Mike. / Rethinking change : downsizing businesses, changing behaviours and still managing to come out on top. 2012. European Foundation for Management Development.
@misc{a70bb9325e0b4935aa3f30e2c71e0779,
title = "Rethinking change: downsizing businesses, changing behaviours and still managing to come out on top",
abstract = "As an indicator of global change and shifting balances of power, every September in Dalian, China, the World Economic Forum meets. The subject in 2011 – Mastering Quality Growth. On the agenda is pursuing new frontiers of growth linked to embracing disruptive innovation. With growth coming from emerging markets, and European and North American economies treading water, many firms in the West are facing the reality of having to not just downsize but actually close manufacturing operations and re-open them elsewhere, where costs are lower, to remain competitive. There are thousands of books on “change management”. Yet very few of these devote much time to downsizing preferring to talk about re-engineering or restructuring. What lessons are available from the past to achieve a positive outcome from what will inevitably be something of a human, as well as an economic, tragedy. The authors reached three fundamental conclusions from their experience and research in facility closure management within Vauxhall, UK: put your people first, make sure you keep running the business and manage your legacy. They devlop the ideas into a new business model linked to the emotions of change.",
author = "Butler, {Michael J.R.} and David Crundwell and Mike Sweeney",
note = "Winner of the first ever Chartered Management Institute (CMI) Management Articles of the Year competition",
year = "2012",
language = "English",
publisher = "European Foundation for Management Development",
type = "Other",

}

Butler, MJR, Crundwell, D & Sweeney, M 2012, Rethinking change: downsizing businesses, changing behaviours and still managing to come out on top. European Foundation for Management Development.

Rethinking change : downsizing businesses, changing behaviours and still managing to come out on top. / Butler, Michael J.R.; Crundwell, David; Sweeney, Mike.

European Foundation for Management Development. 2012, Article.

Research output: Other contribution

TY - GEN

T1 - Rethinking change

T2 - downsizing businesses, changing behaviours and still managing to come out on top

AU - Butler, Michael J.R.

AU - Crundwell, David

AU - Sweeney, Mike

N1 - Winner of the first ever Chartered Management Institute (CMI) Management Articles of the Year competition

PY - 2012

Y1 - 2012

N2 - As an indicator of global change and shifting balances of power, every September in Dalian, China, the World Economic Forum meets. The subject in 2011 – Mastering Quality Growth. On the agenda is pursuing new frontiers of growth linked to embracing disruptive innovation. With growth coming from emerging markets, and European and North American economies treading water, many firms in the West are facing the reality of having to not just downsize but actually close manufacturing operations and re-open them elsewhere, where costs are lower, to remain competitive. There are thousands of books on “change management”. Yet very few of these devote much time to downsizing preferring to talk about re-engineering or restructuring. What lessons are available from the past to achieve a positive outcome from what will inevitably be something of a human, as well as an economic, tragedy. The authors reached three fundamental conclusions from their experience and research in facility closure management within Vauxhall, UK: put your people first, make sure you keep running the business and manage your legacy. They devlop the ideas into a new business model linked to the emotions of change.

AB - As an indicator of global change and shifting balances of power, every September in Dalian, China, the World Economic Forum meets. The subject in 2011 – Mastering Quality Growth. On the agenda is pursuing new frontiers of growth linked to embracing disruptive innovation. With growth coming from emerging markets, and European and North American economies treading water, many firms in the West are facing the reality of having to not just downsize but actually close manufacturing operations and re-open them elsewhere, where costs are lower, to remain competitive. There are thousands of books on “change management”. Yet very few of these devote much time to downsizing preferring to talk about re-engineering or restructuring. What lessons are available from the past to achieve a positive outcome from what will inevitably be something of a human, as well as an economic, tragedy. The authors reached three fundamental conclusions from their experience and research in facility closure management within Vauxhall, UK: put your people first, make sure you keep running the business and manage your legacy. They devlop the ideas into a new business model linked to the emotions of change.

M3 - Other contribution

PB - European Foundation for Management Development

ER -