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Jagdish B Acharya
Consultant, India
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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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Agni Chatterjee
Student (MBA), India
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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.
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Frederick Price
Philippines
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Turnaround Like Surgery
I do not at all agree with you. A surgery is a pre (...)
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Azhar Kazmi
Professor, Saudi Arabia
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Corporate Doctors
That's why turnaround specialists are called 'corp (...)
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Jeswan SinghPS
Engineer, Malaysia
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Turnaround Management (TM)
TM encompasses a fundamental review of an organisa (...)
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Jagdish B Acharya
Consultant, India
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A Difference from Surgery
Based on comments of Dr. Price, I correct myself. (...)
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Mary R Brooks
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Surgery, Hammer or U-Turn
One of my business interests was in trouble last y (...)
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Jeswan SinghPS
Engineer, Malaysia
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No Holds Barred Action
Congratulations Mary Brooks on your single minded (...)
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Mary R Brooks
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TM
Thanks Jeswan! Sometimes the single minded focus o (...)
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James Mchugh
United Kingdom
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Emergency Surgery
In routine planned surgery - such as Hernia repair (...)
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Jeswan SinghPS
Engineer, Malaysia
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Turnaround Management and Taking the Bulls by the Horn
Mary Brooks - taking drastic action in certain wor (...)
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Michael Cardy
Strategy Consultant, United States
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Surgery or Peeking Out of the Box?
Surgery implies the problem is within the organiza (...)
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James McHugh
United Kingdom
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Amputation is Last Resort
Michael: amputation is always the last resort - an (...)
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Azhar Kazmi
Professor, Saudi Arabia
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Dilemma in Turnarounds
I feel that the basic dilemma in turnarounds must (...)
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Sulleiman Adediran
Educational & Management Consultant, Nigeria
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TM-insider or Outsider as the Surgeon?
We need the inside knowledge (organizational cultu (...)
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R.S. MATHUR
Teacher, India
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Speed and Grit are of Essence
Executing turnarounds cannot be without its share (...)
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Azhar Kazmi
Professor, Saudi Arabia
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To Do or not to Do
Well said, James McHugh: "a good surgeon knows not (...)
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PRASAD SN
Professor, India
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Communication and Mobilizing Pride
I fully agree with the usage of words like 'surgic (...)
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Tshinyiwaho Phidane
Management Consultant, South Africa
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Reach a Stage of Bleeding
Turnaround Management is one of the most important (...)
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PROFESSOR JASWANT C GANDHI
Professor, India
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Study and Diagnose First
Let me share my experience as a consultant. Turnin (...)
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Brunks Warwick. DBA
Strategy Consultant, Ireland
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Putting Both in and Outside Sources Together
With the evidence at hand, both surgeon and the pa (...)
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Jagdish B Acharya
Consultant, India
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Various Roles in Turnaround
With so many contributions I am looking at analogi (...)
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