It's important to continue talking about downsizing and I'm glad you're doing so!
I actually have a lot of conflicting thoughts on this, as an employee of an institution that recently went through a downsizing. However, instead of "trimming the fat," they got rid of some essential people and kept a few high-profile directors who really don't pull their weight. There's also still a growth culture that doesn't account for the severely reduced staff, leaving many remaining employees overworked and stressed.
How do you suggest institutions approach restructuring in a way that reflects an accurate assessment of their strengths and weaknesses (instead of letting ego and prestige get in the way) and doesn't fall victim to growth culture?
RE: I won't stop talking about downsizing