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Drawing on interviews with world leading, international company doctors and advisers, as well as on the authors’ own experience, ...
Drawing on interviews with world leading, international company doctors and advisers, as well as on the authors’ own experience, Leading Corporate Turnarounds explores seven key leadership and management skills required for successful turnaround, and shows why quickly gaining the buy-in and trust of all stakeholders is the key to ultimate success.
"This is an admirable guide to the increasingly specialized business of corporate turnaround; I wish I had it when I started at BT in 2001."
—Sir Christopher Bland, Chairman, BT Group
"Why wait for a crisis to hit before reading this book? There is so much good material here which can be used preventatively to stop your company going to the brink. If I had this book available when we faced our turnaround, I have no doubt that I would have moved faster to tackle the problems! This book is a must even for those seeking to stimulate change before the crisis begins."
—Patrick O’Sullivan, Group Finance Director, Zurich Financial Services
"This well researched analysis of the characteristics of leadership in turnarounds is a valuable and timely successor to Corporate Turnaround. It should be essential reading not only for those involved in company rescues but also for those who want to learn about crisis leadership without experiencing it themselves."
—Paul Thompson, Head of Lending Services, HSBC
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.
Posted April 12, 2007
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.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted September 26, 2009
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