Change is hard, but when there is a clear end-state benefit for the organisation and the majority of its people, it is achievable. From selling the vision to winning hearts and minds, there are tried and tested change frameworks available to support the leader to achieve the desired transformation.
But what happens in a downsize when the end state means likely redundancy for the staff and in some cases the leader themselves? Do the same rules apply?
But what happens in a downsize when the end state means likely redundancy for the staff and in some cases the leader themselves? Do the same rules apply?