Turnaround Management is like Surgery

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Turnaround Management > Best Practices > Turnaround Management is like Surgery

Turnaround Management is like Surgery
Jagdish B Acharya, Consultant, India, Member
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. (...) Read more? Sign up for free

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  Is Downfall Due to Internal or External Factors?
Agni Chatterjee, Student (MBA), India, Member
  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.

  Turnaround Like Surgery
Frederick Price, Philippines, Member
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  Corporate Doctors
Azhar Kazmi, Professor, Saudi Arabia, Member
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  Turnaround Management (TM)
Jeswan SinghPS, Engineer, Malaysia, Member
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  A Difference from Surgery
Jagdish B Acharya, Consultant, India, Member
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  Surgery, Hammer or U-Turn
Mary R Brooks
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  No Holds Barred Action
Jeswan SinghPS, Engineer, Malaysia, Member
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  TM
Mary R Brooks
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  Emergency Surgery
James Mchugh, United Kingdom, Member
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  Turnaround Management and Taking the Bulls by the Horn
Jeswan SinghPS, Engineer, Malaysia, Member
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  Surgery or Peeking Out of the Box?
Michael Cardy, Strategy Consultant, United States, Member
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  Amputation is Last Resort
James McHugh, United Kingdom, Member
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  Dilemma in Turnarounds
Azhar Kazmi, Professor, Saudi Arabia, Member
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  TM-insider or Outsider as the Surgeon?
Sulleiman Adediran, Educational & Management Consultant, Nigeria, Member
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  Speed and Grit are of Essence
R.S. MATHUR, Teacher, India, Member
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  To Do or not to Do
Azhar Kazmi, Professor, Saudi Arabia, Member
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  Communication and Mobilizing Pride
PRASAD SN, Professor, India, Member
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  Reach a Stage of Bleeding
Tshinyiwaho Phidane, Management Consultant, South Africa, Member
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  Study and Diagnose First
PROFESSOR JASWANT C GANDHI, Professor, India, Member
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  Putting Both in and Outside Sources Together
Brunks Warwick. DBA, Strategy Consultant, Ireland, Member
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  Various Roles in Turnaround
Jagdish B Acharya, Consultant, India, Member
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Turnaround Management
Summary
Forum
🔥Financial Distress in Hospitals
Turnaround Professional Certification
Turnaround Management in Upstream Oil & Gas Facilities (FPSO Specific)
Best Practices
🥇Does TM Apply to Organizational Departments Also?
Turnaround Management is like Surgery
🥉Use an Insider or an Outsider as a Turnaround Manager?
Role of Marketing in Business Turnaround
What is Turn Around Time?
Turnaround Management in India
Periodic Health Check of Organization and Turnaround Management
Two Dimensions to Turnaround Management
Recognizing When Turnaround is a Must
Turnaround Management and Culture
Whatever the Name Tag, Turnaround Management is Desirable
Linear Programming and Turnaround Management
Start with Call to Action
Recovery and Turnaround


Turnaround Management
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