The case discusses a structural change strategy followed by a crisis management situation of a Pakistani state-owned enterprise with hierarchical structures, unclear work roles and workplace corruption and its shift towards a profitable company with rebranded mission and values. With the management takeover by Abraaj Group, several issues were identified as major blocks to K-electric's performance. Drastic changes included information technology advancement, investment in infrastructure of generation capacity, marketing campaigns and corporate social responsibility initiatives with a record profit in 2011-2012, for the first time in 17 years. But, the greatest challenge to quality service and profitability was faced by the human resources department, to retrench 4,459 workers by offering a Voluntary Separation Scheme (VSS) to non-core management staff in 2009. However, disregarding the successful impact on business performance, only 300 workers (approximately) had accepted the package in early 2010, while the rest questioned the decision of outsourcing non-core jobs and demanded re-reinstatement with the company, followed by a series of protests in January 2010. K-electric needed to make some sensitive and timely decisions to ensure efficient and quality service to its customers as its top agenda.