Turnaround Management is like Surgery

Turnaround Management
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Jagdish B Acharya
Consultant, India

Turnaround Management is like Surgery

If an organisation is viewed as a person and its health is taken as its condition then management is the sum of its good practices to keep it healthy, and a turnaround is the treatment when it has fallen sick.
Managers are like doctors who treat organisations and turnaround managers are like surgeons who have to intervene and do major operations.
The solution will depend on problems afflicting organisation but in essence it is treatment for ailments.

  Agni Chatterjee
Student (MBA), India
 

Is Downfall Due to Internal or External Factors?

When we talk about turnaround management, we basically talk about building strategies to rebuild or renew an organisation. Root Cause Analysis being the first step towards this process, the most important thing to keep in mind is to see whether the downfall of an organisation is due to internal pressures or lack of internal capabilities, or due to the external environment. If it's due to internal pressure then we can take necessary steps and revamp the whole organisation and restructure it, but restructuring an organisation facing challenges posed external pressure is not in anybody's hand. An organisation gone down due to external forces is very difficult to revive. If their is no market for the product an organisation is making, no turnaround management plan can save it.

  Frederick Price
Philippines
 

Turnaround Like Surgery

I do not at all agree with you. A surgery is a pre (...)

  Azhar Kazmi
Professor, Saudi Arabia
 

Corporate Doctors

That's why turnaround specialists are called 'corp (...)

  Jeswan SinghPS
Engineer, Malaysia
 

Turnaround Management (TM)

TM encompasses a fundamental review of an organisa (...)

  Jagdish B Acharya
Consultant, India
 

A Difference from Surgery

Based on comments of Dr. Price, I correct myself. (...)

  Mary R Brooks
 

Surgery, Hammer or U-Turn

One of my business interests was in trouble last y (...)

  Jeswan SinghPS
Engineer, Malaysia
 

No Holds Barred Action

Congratulations Mary Brooks on your single minded (...)

  Mary R Brooks
 

TM

Thanks Jeswan! Sometimes the single minded focus o (...)

  James Mchugh
United Kingdom
 

Emergency Surgery

In routine planned surgery - such as Hernia repair (...)

  Jeswan SinghPS
Engineer, Malaysia
 

Turnaround Management and Taking the Bulls by the Horn

Mary Brooks - taking drastic action in certain wor (...)

  Michael Cardy
Strategy Consultant, United States
 

Surgery or Peeking Out of the Box?

Surgery implies the problem is within the organiza (...)

  James McHugh
United Kingdom
 

Amputation is Last Resort

Michael: amputation is always the last resort - an (...)

  Azhar Kazmi
Professor, Saudi Arabia
 

Dilemma in Turnarounds

I feel that the basic dilemma in turnarounds must (...)

  Sulleiman Adediran
Educational & Management Consultant, Nigeria
 

TM-insider or Outsider as the Surgeon?

We need the inside knowledge (organizational cultu (...)

  R.S. MATHUR
Teacher, India
 

Speed and Grit are of Essence

Executing turnarounds cannot be without its share (...)

  Azhar Kazmi
Professor, Saudi Arabia
 

To Do or not to Do

Well said, James McHugh: "a good surgeon knows not (...)

  PRASAD SN
Professor, India
 

Communication and Mobilizing Pride

I fully agree with the usage of words like 'surgic (...)

  Tshinyiwaho Phidane
Management Consultant, South Africa
 

Reach a Stage of Bleeding

Turnaround Management is one of the most important (...)

  PROFESSOR JASWANT C GANDHI
Professor, India
 

Study and Diagnose First

Let me share my experience as a consultant. Turnin (...)

  Brunks Warwick. DBA
Strategy Consultant, Ireland
 

Putting Both in and Outside Sources Together

With the evidence at hand, both surgeon and the pa (...)

  Jagdish B Acharya
Consultant, India
 

Various Roles in Turnaround

With so many contributions I am looking at analogi (...)

Start a new forum topic

 

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