While downsizing created new opportunities and innovations, the reality is that many Ministry employees were declared redundant and many had difficulty coping, even while voluntary early retirement packages and incentives were used to provide support and minimize the need to terminate staff. We were changing the contract - there was no longer a contract for life. However, Carr and Wolfson both maintain that the result of the process was that the Ministry's efforts became more cost-effective and better service was achieved. The principles Wolfson feels are necessary to lead a downsizing organization toward a culture which places a priority on learning, include openness, setting high demands for excellence, awareness and communication of the reality of the marketplace. You must lead from the top, walk the talk, do not be seen as a flavour of the month, measure the results and hold everyone accountable for their work.
Integrity is above and beyond everything else.
While Wolfson is proud of the Ministry's results and cultural transition, she cautions others not to think that the strategies used in this experience could be used elsewhere. In another situation, I would adopt the same principles, but I could not have had the same flexibility. In the present circumstances, I could not do it the same way - opportunities are different now. Click here to access the second segment of this tripartite article. Click here to go to the References, which appear at the close of the third segment.