Bo Gritz Quotes

But I don't want massive layoffs of anyone - public or private. We are planning on shrinking government through attrition and reform, not through random pink slips.

We ran three cars last year. Unfortunately, as time went on, we did have to let a few people go, which we regretted, but just because of the situation.

Downsizing itself is an inevitable part of any creatively destructive economy.

We will downsize the government, motivate excess employees to become entrepreneurs, and increase the pay of a lean and mean bureaucracy.

Things are bad in 2001 at Yahoo. There's been layoffs, restructuring, lots of people left.

What I'm going to do is I will eliminate everyone in the comms team, and we'll start over.

From the very first time I talked to Safeco employees, I said the reality was expenses were too high and the reality is two-thirds of our expenses are people, so the reality is there will be effects on people.

There is no denying that downsizing can happen when a company receives private equity funding. It is unfortunate and hard on everyone who is affected.

The corporate killer downsizing is directly responsive to what the mutual funds have wanted.

You know, in a workplace, when you shrink the size of a workforce, there is pain there. But there is no question: we have a government that we can no longer afford. That is the cold, hard fact. So we have to make this more efficient. We have to sunset programs that no longer work. We have to eliminate waste and fraud. We must do this.

From a productivity standpoint, you're supposed to reduce headcount on par with declining revenue. If you believe the environment isn't going to improve, you should take a bigger cut to get in front of the problems.

Consolidation means less equipment, less networks, and less jobs.

Nothing kills your company's culture like layoffs.

Al Davis fires everybody.

Why are CEO's who slash jobs so proud of themselves? Instead of bragging about 'cutting fat,' they ought to be getting up before their employees and saying, We did such a lousy job of planning and hiring that we have more people than work. And we are so broke and so dim-witted that we can't come up with any way to get more work. So our only solution is to send a lot of good people home. I am ashamed and I am sorry.

The company calls it 'downsizing' or 'rightsizing.' My own informal "Name the Layoff" contest produced some other euphemisms: Retroactive Hiring Freeze, Resume Revision Days, Amway Opportunity Time, and Corporation Lite.

In practice, downsizing is too often about cutting your work force while keeping your business the same, and doing so not by investments in productivity-enhancing technology, but by making people pull 80-hour weeks and bringing in temps to fill the gap.

The IT bubble is the IT bubble, and of course, we became a company that contracted dramatically in 2001 and 2002: we basically came down by 45,000 people - a dramatic ramp-down.

Prune - prune businesses, products, activities, people. Do it annually.

So laying people off is not something I do lightly, it's not something I relish.

A research group found that 56 percent of major companies surveyed in the late '80s agreed that 'employees who are loyal to the company and further its business goals deserve an assurance of continued employment.' A decade later, only 6 percent agreed. It was in the '90s that companies started weeding people out as a form of cost reduction.

Much of what is called investment is actually nothing more than mergers and acquisitions, and of course mergers and acquisitions are generally accompanied by downsizing.

We wanted to preserve as many jobs as possible, so when our sales continued to decline in August 2008, we did about a 5 percent reduction of our global staff. But in order not to cut any more jobs, we froze everybody's pay and put a hiring freeze on.

I want to assure your excellency that I am occupying myself permanently and jointly with my team to achieve a solution as soon as possible to this crisis, the principal objective being the safeguarding of the health and life of those who are inside.

For political and bureaucratic reasons, governments at all levels are telling far less to the public than to insiders about how to prepare for and behave in the initial chaos of a mass-casualty event.