1995年，亚利桑那州菲尼克斯市水务部开始进行重组，以改变其组织结构，改进工作实践，并提高其技术水平。这家公用事业公司改变了其经营方式，建立了一种由赋权和负责的员工、自我指导的工作团队、员工开发的工作实践、增强的技术以及员工、工会和管理层之间合作的新模式组成的文化。由于重组过程，该公司能够在不裁员的情况下（尽管持续增长）减少员工，并在第一年节省300万美元。

In 1995, the Phoenix, Arizona, Water Services Department embarked on a reengineering process to change its organizational structure, improve work practices, and enhance its technology. The utility transformed the way it runs its business by instituting a changed culture of empowered and responsible employees, self-directed work teams, employee-developed work practices, enhanced technology, and a new model for cooperation among employees, union, and management. As a result of the reengineering process, the utility was able to reduce staff without any layoffs (and despite continued growth) and achieve first year savings of $3 million.