Leading Corporate Turnaround: How Leaders Fix Troubled Companies / Edition 1

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Having published the extremely successful CorporateTurnaround (Penguin 1999), which talks about what to do in aturnaround, the authors decided that they would undertake a newresearch project to better understand the current role ofleadership in turnaround situations. 75% of Society of TurnaroundProfessional members were interviewed and a further 10 interviewswere carried out with non-members.

"An incisive and instructive book firmly based in the (very)real world."
—Jon Moulton, Managing Partner, Alchemy PartnersLLP

"As operationally focused investors, time and time again we seethe importance of leadership to the success of corporations, andparticularly to companies experiencing some form of distress. Thisbook will be of use not just to turnaround practitioners seeking todevelop their leadership skills, but also to the stakeholders whosejob it is to identify and recruit the high quality leaders neededfor corporate success."
—Huw Phillips, Principal, Clayton Dubilier andRice

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Editorial Reviews

From the Publisher
"...provides several striking examples of corporate turnarounds in recent years..." (Financial Times, April 2006)

"...describes real life turnarounds more extraordinary than fiction..." (The Financial Director, June 2006)

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Product Details

  • ISBN-13: 9780470025598
  • Publisher: Wiley
  • Publication date: 2/13/2006
  • Series: J-B Foreign Imprint Series - EMEA Series
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 248
  • Product dimensions: 6.00 (w) x 9.00 (h) x 0.69 (d)

Meet the Author

Stuart Slatter
Founding partner of Stuart Slatter & Company, Chairman ofStuart Slatter Training and a Visiting Fellow in Strategic andInternational Management at the London Business School (LBS).
Stuart Slatter has over twenty-five years of experience inproviding strategic consultancy advice and management education tosenior management throughout the world. While a full time facultymember at LBS, he was Dean for Executive Education, Director of theSenior Executive Programme, and Chairman of the Strategic andInternational Management Department. He has been a VisitingProfessor at the University of California (UCLA) and at theUniversity of Capetown. Prior to joining LBS, he was ManagingDirector of a subsidiary of a UK public company, and a seniormanagement consultant with Booz, Allen & Hamilton in New Yorkspecialising in marketing strategy.
He holds a law degree from Cambridge University, an MBA degree fromStanford Business School, and a PhD in marketing from LondonUniversity. He is a qualified barrister-at-law, and is the authorof a number of books and articles, including “Gambling onGrowth”, Wiley (1992), and “CorporateTurnaround”, Penguin Books (1999). He was one of the foundingdirectors of the Society of Turnaround Professionals in the UK, andcan be contacted via www.slatter.co.uk.

David C. Lovett
David Lovett, a Managing Director with AlixPartners and amember of the European Executive group of the firm, is a businessgraduate, a fellow of the Institute of Chartered Accountants ofEngland and Wales, a fellow and a founding member of the Society ofTurnaround Professionals. Before joining AlixPartners, David waswith Andersen for 18 years, where he formed Andersen’sLondon-based turnaround practice in the early 1990s andsubsequently led the Global Turnaround practice. He co-authored“Corporate Turnaround” with Stuart Slatter in1999.
During the last 30 years, David has advised all the classes ofstakeholders in troubled companies.He has led many corporaterestructurings and turnarounds in both an advisory and officercapacity serving as Chief Financial Officer and Chief RestructuringOfficer.
David has extensive cross border restructuring experience and isfamiliar with the changing trends in insolvency and restructuringlegislation. He is driven by a desire to minimise economic loss tostakeholders while his clients manage the turbulence of forcedtransformation.
AlixPartners is recognised internationally as the “industrystandard” for solving complex business challenges, helpingcompanies improve operating and financial performance, andrestoring corporate value.
Founded in 1981, it has been retained by hundreds of companiesthroughout the USA, Europe, Asia and Latin America and has workedin virtually all industries and sectors.

Laura Barlow
Laura Barlow is a Director in AlixPartners’ EuropeanTurnaround and Restructuring practice. Over the past 15 years shehas been an adviser to both creditors and debtors in troubledsituations and has worked with numerous companies to help themachieve operational turnaround and financial restructuring. She hastaken interim management roles in several troubled companies,restoring stability and leading the development and implementationof turnaround plans. Her current focus is on providingrestructuring advisory services to corporates, including takingChief Restructuring Officer positions where appropriate.
Laura is a graduate of Oxford University, a Chartered Accountantand SFA Securities Representative. She is a regular speaker atEuropean conferences on turnaround and restructuring and at theLondon Business School on the Managing Corporate Turnaroundscourse.

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Table of Contents

About the Authors.



1. The Leadership Challenge.

2. The Turnaround Framework.

3. Before the Turnaround Begins.

4. New Leadership.

5. Crisis Stabilisation.

6. Stakeholder Management.

7. Strategic Focus.

8. Changing Critical Business Processes.

9. Leading Organisational Change.

10. Financial Restructuring.

Appendix Society of Turnaround Professionals.


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Sort by: Showing all of 2 Customer Reviews
  • Anonymous

    Posted April 12, 2007

    A reviewer

    Managing a successful turnaround is tough, and it requires tough actions by 'company doctors' who gallop in to rescue companies from the brink of financial death. Although most management projects require subtlety and tact, turnarounds need quick, blunt actions, such as firing top managers or selling unprofitable divisions. Stuart Slatter, David Lovett and Laura Barlow present a blueprint for people engaged in turnarounds. Using interviews with 80 turnaround specialists in the United Kingdom, the authors make their point ¿ often more than once. The most interesting and useful parts of this volume are the short, boxed case studies in each chapter. We recommend this informative book on a little-known business topic to creditors, attorneys, accountants, venture capitalists and curious managers, as well as to specialized consultants who may become involved in turnarounds.

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  • Anonymous

    Posted September 26, 2009

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