http://www.dr-smith.info/turnaround-engagement-part-i/ Turnaround Management, Senior Adviser, Board Member, Executive Coach, Author, Speaker, Radio & TV Guest & Panel Member Fri, 09 Jul 2010 16:07:56 +0000 hourly 1 http://wordpress.org/?v=3.0 http://www.dr-smith.info/turnaround-engagement-part-i/comment-page-1/#comment-7567 Steven Hacking Tue, 23 Dec 2008 10:16:37 +0000 http://www.dr-smith.info/?p=1185#comment-7567 Dr Smith I enjoyed the beginning of this case study, in both content and style, and look forward to part II. One key point that I took from part I, was that major changes to the team were seen to be needed as a start point for a turnaround in performance. This is consistent with my experience of performance turnaround. My company recently interviewed the CEOs of over 100 UK companies in a study on performance turnaround. Every one of the companies that made significant positive changes in performance first changed a major proportion of the senior team. This was typically one or two senior Directors, and often the CEO, plus a similar proportion of people in the layer below. CEO's were often nervous about making the change because of the impact on the organisation, but the common response from the organisation to such changes was "what took you so long?"(!) I found your approach to actively flushing out these team issues via the leadership assessment to be both insightful and straightforward. As a strategy consultant, such processes are new to me, and I look forward to learning more. Best wishes Steve Dr Smith
I enjoyed the beginning of this case study, in both content and style, and look forward to part II.
One key point that I took from part I, was that major changes to the team were seen to be needed as a start point for a turnaround in performance. This is consistent with my experience of performance turnaround. My company recently interviewed the CEOs of over 100 UK companies in a study on performance turnaround. Every one of the companies that made significant positive changes in performance first changed a major proportion of the senior team. This was typically one or two senior Directors, and often the CEO, plus a similar proportion of people in the layer below. CEO’s were often nervous about making the change because of the impact on the organisation, but the common response from the organisation to such changes was “what took you so long?”(!)
I found your approach to actively flushing out these team issues via the leadership assessment to be both insightful and straightforward. As a strategy consultant, such processes are new to me, and I look forward to learning more.
Best wishes
Steve

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