A s companies facing the current economic downturn launch cost reduction initiatives, many will ignore the need to secure employee commitment when making cost cuts, which is one of the reasons why only 10 percent of companies sustain cost reductions after three years[1]. Specifically, it is critical that companies planning cost reduction initiatives obtain both the positive emotional support of their employees and their commitment to behavior change that reduces costs. A workforce that is actively involved in the initiative and understands the need to make tough decisions can reduce costs more and sustain the reductions longer.
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