From my corporate days I recall we did an event in Atlanta during the National Association of Homebuilders one year. We scheduled a train (steam locomotive) to be at the old historic Atlanta depot. Had a select group of builders come in. Fed them country style breakfast at the depot, loaded them on the train, and traveled around Atlanta, out by Stone Mountain, etc. That breakfast started at 7am that morning for nearly 400 builders. There was an event at the depot the night before that ended around 12:30am. Thus,required a complete breakdown of that event's setup, clean up, followed by set up for ours to be ready NLT 6:30am. The guy responsible had six
Vietnamese employees. They pulled it off. He said he used to have a crew of about 30 Americans, but they were not reliable and with them he could not have done it. He replaced 30 Americans with six Vietnamese and could get more done--better and faster.

What we see in this story is a case of market decline for American workers. As an external factor, organizations and employees exercise no control over the pressure from market decline.

From your perspective as a change agent, how can you position your organization to address market decline? What will you do? This was a very real issue for so many companies that are now out of business.