When experienced finance leader Amrish Shah worked at Unilever, he faced the task of restructuring its central European ice cream business due to rapidly melting profits. Some companies may have concentrated only on cutting costs in such a perilous situation.
But a cost-only focus would never have sufficed as it risked weak commitment or even resistance from employees, with no brighter future to inspire them, saysShah.
Instead, we decided the restructuring plan must go hand in hand with a five-year strategy of reinvesting benefits to deliver a winning, thriving organisation. It was rewarding to be part of that compelling change narrative.
The outcome was Unilever was able to action most of the restructure plans within two years and fin…
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