Here's another one Juleigh sent out, this time featuring advice about how to restructure instead of downsize, should you be a video game company executive feeling the pinch of the current financial climate.
While I'm not a video game executive, nor do I plan to be one anytime soon, I really enjoyed the article. Thinking back to my time in financial software (hello Ontario Systems), the advice here really makes sense. I don't think I was ever there during painful layoff sessions, but I do pay attention, read pretty widely, and hear stories from people who've worked at various companies; also, Ontario was unusually open about the financial status of the company, at least internally, so I got me some finance and accounting education whether I needed it or not.
I can picture how the suggestions that Mr. Mencher gives might work better than the standard "We're trimming 7% of our workforce in order to meet (or approach) our yearly earnings projection." And given the state of the world economy, who couldn't use advice about better ways to keep a business viable? Really, I think it boils down to: if you let your numbers men or women run the show, you're going to piss off your employees, or at least frighten them into polishing their resume when they should be working harder to fill in for all those people you just fired. Wouldn't it be better to take a look around and find some ways to tighten the collective belt before you resort to decreasing your labor force? Perhaps you don't need that corporate jet after all, or your financial planners and industry forecasters should give up their yearly bonuses for dropping the ball on this one.
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