182. ARE YOU EFFECTIVELY PLACED ON THE VALUE CHAIN? Jack’s Redundancy Empowerment - empowering redundancy - empowering redundant workers - empowering redundant staff - empowering redundant employees - making redundancy work for you - is redundancy a dead end? - is redundancy the end of the road? - making the most of redundancy - empowering the redundant worker - Jack Lookman - Rita Nnamani - Olayinka Carew - Ola Carew - Jack Lookman Limited - Amebo - Olofofo - Ire o - Ire kabiti - Empowerment and Inspiration - Empowering And Inspiring Generations - Yinka Carew - Olayinka Carew aka Jack Lookman - Jack’s Empowerment and Inspiration
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Redundancy often exposes an uncomfortable truth about where a role sits within an organisation. Some positions are central to revenue, strategy or compliance. Others, while necessary, are easier to cut when pressure rises. Understanding where you were positioned on the value chain is essential for rebuilding with intention.
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Many UK workers discover after redundancy that their role, while busy and demanding, was not closely tied to outcomes leadership prioritised. This realisation can be painful. Effort does not always equal security. Visibility does not always equal value. Recognising this distinction is crucial for future stability.
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Being effectively placed on the value chain means contributing directly to what keeps an organisation viable. This might involve revenue generation, cost control, risk management or customer retention. Roles further from these drivers often face greater vulnerability during restructuring. This is not a judgement of worth. It is a structural reality.
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After redundancy, many people seek similar roles without reconsidering placement. This repeats risk. Recovery becomes fragile. Instead, reflecting on how your skills connect to value creation opens new options. Skills are rarely as narrow as job titles suggest. Many functions can move closer to value with reframing or upskilling.
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For example, administrative roles that support decision making rather than just processes often sit closer to value. Technical roles that influence efficiency or compliance gain protection. Understanding this allows you to reposition yourself more strategically in applications and interviews.
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Value placement also affects confidence. Workers who understand their contribution speak with clarity. They articulate impact rather than tasks. This resonates with employers. It shifts conversations from responsibility to results.
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UK workers rebuilding after redundancy benefit from asking harder questions. How did my role contribute to outcomes that mattered most. How visible was that contribution. How transferable is it. These reflections guide smarter job targeting. This is not about chasing prestige or abandoning meaningful work. It is about sustainability. Being closer to the value chain does not guarantee immunity from redundancy, but it improves resilience.
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Redundancy draws a line under one chapter. The next one benefits from awareness. When you understand where value truly sits and position yourself accordingly, recovery becomes not just possible but stronger than before.
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