T-Mobile美國執行長菲利普•赫姆（Philipp Humm）此前曾宣佈在3月份進行一輪裁員，凈裁員約1000人，公司重組工作今天繼續進行，並向員工發送了另一份備忘錄。這一次，哈姆說，他揭示了航母的“新結構”，這將涉及一些“艱難的決定”— 裁員— 本週將通知受影響的員工。

關於這一輪組織變革究竟會影響多少新增員工（也沒有新的公司結構會是什麼樣子）的細節，但Humm向員工承諾，這一週內會就此事進行更多的溝通。

請參閱下麵的完整備忘錄。

Dear colleagues, Since the beginning of the year, T-Mobile has stressed that 2012 is a rebuilding year for the company. A vital step in that process was announced in March with the c***olidation of our call centers. This week, T-Mobile is taking the second essential step. We are announcing a new structure that further aligns our costs with our revenue realities, enables teams who support our field organization to act and react with greater speed and effectiveness to customer and market opportunities, and better positi*** us to return to growth. The new organization required difficult decisi*** that will impact some of our employees. This week, news will be shared personally with employees and teams who are directly affected by the restructuring. Changes will include some position eliminati*** and changes to individual roles and resp***ibilities. It is important to emphasize these impacts to employees result from business decisi***. We have tremendous employees here at T-Mobile and we truly wish we could retain all our talent, but our business realities require hard choices. For affected team members, we are providing generous transition support including severance, assistance with COBRA continuation coverage, and outplacement services. As mentioned in the March announcement, customer service representatives in the remaining 17 call centers, technicians in engineering, and frontline employees in our T-Mobile corporate-owned stores will not be affected. Our rebuilt structure enables T-Mobile to realize significant savings, allowing us to invest in future growth — in particular modernizing our network to LTE, repositioning the T-Mobile brand, and aggressively pursuing the B2B segment where we plan to add 1,000 positi*** over the next few years. We gain the agility to put resources where the current opportunities are, grow in areas where potential is greatest, and act on emerging opportunities quickly and rationally. The restructuring provides a sustainable organizational model, centered on our T-Mobile Values, with the following attributes: A greater focus on driving Customer Delight by reducing the layers between working teams and executive leadership, and shifting and c***olidating groups in the field sales regi*** and the FSC to minimize redundant work — resulting in more effective coordination and communication. A renewed emphasis on Best Place to Perform and Grow: Enhanced people manager spans of control (number of direct reports), enabling faster decisi***, more ability to execute, and more empowerment of employees at all levels. Evolution of our leadership model from player-coach, where more time is spent on daily tasks than on planning and guiding, to leader-coach, where time is focused more strategically on coaching, developing, delegating, and motivating. We approached the restructuring process and decisi*** with care, rigor and cross-functional alignment. A team comprised of top leaders, with support from industry-leading subject matter experts, worked closely together over the past few months to develop an effective and sustainable structure. We strongly believe the organizational principles we applied are lasting ones. More details on the new organizational structure will be shared in department and team communicati*** this week and more broadly after that. I want to assure you we will move through the communicati*** this week very thoughtfully, but also as quickly as we can while preserving the quality of the conversati*** that need to happen. As always, our T-Mobile Values will guide our acti***. Thank you for your patience as we work through what will be a difficult week. Thank you for your continued commitment.

With sincere appreciation,

Philipp Humm CEO & President T-Mobile USA