Description

Every turnaround executive will tell you that a business is a living organism that can morph into anything its architects want it to be. It just depends on the seeds you sow, what you choose to concentrate on and what you want it to grow and mutate as. Turnaround of a production business may have the same foundation as a hospital but what will take bulk attention for a successful turnaround for the retail business is not what will take center stage for a hospital.

Every business is sustained by a blend of Operations, Culture, and Finances which are dealt with within these pages under the elements of:

i. Business Environment

ii. Customer & Public Relations

iii. Financial Management

iv. Human Resource & Talent Management

v. Leadership, Governance & Vision

vi. Operations & Performance Evaluation

vii. Business Development (which includes Sales & Marketing, Public Relations, and Knowledge Management)

In writing this book, the assumption has been that most enterprises look outward to hire a turnaround executive. Rarely do they see someone in the organization who knows or can see the business with a fresh, independent perspective that will bring lasting change.

However, the strategies and advice shared within these pages will still apply for those in-house turnaround executives that are assigned this intrapreneurial task.

The insights and approaches shared in this book will also apply for individuals who can implement a turnaround process in smaller businesses with strained financial resources, and sole proprietorships that may not have the capacity to hire a turnaround executive.