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This study focuses primarily on the business operating departments (hereinafter, DMUs) of a case telecom company (hereinafter, the Company) in the northern and eastern areas of Taiwan. In 2007, the Company finished the first stage of its reorganization by consolidating 14 DMUs into 12. In 2011, the Company completed the second stage of its reorganization by consolidating the 12 remaining DMUs into 8. This study intends to explore the effects of each stage of the Company’s reorganization on the efficiency and ranking of the various DMUs. The results show that the DMUs became more efficient after each stage of the Company’s reorganization. Moreover, the efficiency and ranking of the new DMUs, A6, A7, and B7 increased post-consolidation. This suggests that both the first and second stages of the reorganization were necessary. The findings of this study could help the Company and other telecom companies to design strategies for the future consolidation of other units, and thereby maintain their competitiveness and continued growth.

Late spring, early summer 2020, theme parks across the World started to publish their plans for reopening. In this regard, this chapter ventures into critical questions like what did theme parks learn from the first ‘reopening’? What worked and what has changed? Have or will visitors return? Drafted as an exploratory paper this chapter brings forth the strategies adopted by the theme parks in the quest to return to the normal.