1
Q
Turnaround strategies have substantia differentiation depending on three important factors
A
- External market conditions
- The criticaliy form the company situation with regard to cash flow and how far it is away from break even point
- The resources available, internally with regard to the balance sheet and externally with regard to the support of stakeholders
2
Q
Preconditions for high prop successful turnaround
A
- A viable core business to shrink back to
- A transformational management team to affect rapid change in company strategy
- Availability of a financial bridge to get the company a sustainable positive cash flow
- a change of the company’s culture into the winning culture
3
Q
Most turnarounds go trough these stages:
A
- Management stage (new leaders or change in approach)
Must the CEO be changed?
Should the new CEO be an insider or an outsider?
What personal characterisitcs seem to best decribe a good turnaround leader? - Evaluation or viability assessment
These are the four questions to tell if turnaround [;am os succesfull
Simple and realistic - Emergency action
- Stabilization and redeployment
5 Rejuvenation and growth
