A technology company had completed a comprehensive process of re-organisation. The market environment, operating losses and lower margins all round meant that the company was forced to streamline to the extent of 120 employees (out of 500) in Austria. Most of the released employees had been employed in production. Furthermore, a complete segment was closed down, and the plant sold off. It was the owner’s objective to turn the company’s fortunes around within two years, in taking the steps that had been planned. It was the first time in the history of the group, going back to an over 60-year timeframe, that such tough streamlining measures had been resorted to. How can such severe cuts be put across to the workforce? Secondly, was there a way to transform the company’s image as a conservatively-thinking industrial into the more desirable position of being perceived as a leading technology company?