Vicki Amon-Higa, VP of KANA, a traded on an open market, fair size improvement organization, was working with Bryan Kettle, KANA's CFO, to arrange a cutback in which KANA would diminish the measure of its workforce by almost 40%. In spite of the best of expectations, news of the cutback spilled before the arranged declaration. The circumstance immediately decayed as a progression of furious directors called Amon-Higa, requesting to know why they weren't mindful of the cutback and requesting that her how handle the circumstance. She should rapidly evaluate the circumstance, make sense of what turned out badly, and choose how to deal with each of the organization's partners, including Chuck Bay, KANA's CEO.
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