An anonymous UK utility company responsible for pipelines that delivered energy to 20 million consumers was faced with a fall in profits, increases in capital and replacement expenditure, and a formula review imposed by the regulator. In 1998 the company completed a downsizing programme which reduced staff by 2,500 from 16,000 to 13,500. The company set out to change its paternalistic hierarchical and slow-moving culture to one the embodied the disciplines of competitive behaviour, and establish...

BPIR Categories

9.3.6 Restructure & rightsize workforce
2.4.2 Create and implement outsourcing strategy

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