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Lessons learned from the rejuvenating process (or good business practise for a successful business):

The decision to rejuvenate a company should have the total buy in from shareholders and top management. Top management is usually the root of the problem, as they have allowed the company to be in the current state. During the process of rejuvenation, you are guaranteed to have a lot of rumours and backstabbing, done in order to “protect” an individual’s position.
The process must be driven by an external consultant. Internal staff is too emotionally involved. Decisions should be clinical and based only on good business practise. There is no room for pussyfooting or considering people’s feelings or an individual’s personal situation.
The process should be done with input from the managers of the different divisions AND by a sample of staff from different levels. The lower one goes on the organisational structure, the bolder and truer the information will be. Higher level employees and management are to blame for the poor performance of the company and the very reason to undertake the rejuvenation process. Therefore they will be more cunning in doing their best to cover up any wrong doing by themselves and their departments. This is the reason why success is mostly achieved when firing the whole board / exco / management.
The process should be executed decisively and swiftly. The quicker things are implemented the better chance of success.
Communication should be clear and direct. The company is in trouble and the rejuvenation process will attempt to get the company back in the green. People WILL lose their jobs, expenses will be cut or at the least contained, policies will have to change and “the old ways” will change, probably in quite a dramatical manner. Forget words like optimisation, restructuring and other woolly words to conceal with what you are busy with.