Abstract
PurposeReviews a case study of how an outside consultant turned an expensive stand off between two firms into a success.Design/methodology/approachCase study.FindingsBig change in any company is always difficult. It gets more difficult if there is also an outside organization involved. And it gets really difficult if on top of that employees are expecting downsizing and redundancy. Emotions are running high and needs can appear to run at crossed purposes. Yet in the current economic climate, this situation is increasingly common. To keep operating costs down, many chief executives are making decisions that involve outsourcing the work of entire departments, taking advantage of a more specialized and most likely a cheaper workforce overseas. Unsurprisingly, such decisions invite multiple problems.Practical implicationsAdvice on dealing with outsourcing change.Originality/valueOffers advice on handling troubled initiatives from the perspective of a strategic consultant.
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