In 2001, Agilent had been badly hit by the economic downturn as well as by the downfall of telecom companies that were once big buyers of its products. In building its business, Agilent had worked hard to gain the trust of its tens of thousands of employees. In a massive downsizing process the company used good management, good planning, and empathy so well that, in spite of mass layoffs, in interviews with dozens of current and former employees almost no one had a bad word to say about the comp...
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