“Change in organisations is inevitable”
Charles Handy, author, philosopher and specialist in organisational management and behaviour.
It seems pertinent that in pursing Part II of our discussions on how diversity is connected to business strategy, that we spend some time discussing the phenomena of ‘change’, a reality of business strategy, more so within the context of organisational change and downsizing – a very present reality in the UK workplace. Indeed, the global world of business, precipitated by the fall of Lehman Brothers on September 16th, 2008, is arguably the spark that commenced the beginning of what we now understand as the global financial crisis, which played itself out before our eyes as organisations either folded or embarked on restructuring processes.
As of early 2009, organisations were still reeling from the effects: the Daily Mail reported that in the UK,100,000 people a month were made redundant, that a job was being lost every second, and that a typical organisation like MacDonald’s, for example, was receiving approximately 22,000 job applications per day. Indeed, figures from the Office for National Statistics (the ONS) showed that 302,000 people were made redundant in the three months to April 2009 – that is 36,000 more than in the previous quarter and the most since records began in 1995.
Indeed, coming closer ‘home’ – and as of the second quarter of 2011, 56% of the public sector and 29% of the private sector had made redundancies according to a recent KPMG survey, with further downsizing and restructuring predicted. Continue reading