The Blueprint for the Future Company, quantitative benchmarks and choice of strategy

Bo Arpi and Per Wejke

Chapter 5 in International Turnaround Management, 1999, pp 108-142 from Palgrave Macmillan

Abstract: Abstract In a turnaround situation, the last thing the company needs is status quo. Turnaround management is ‘change management’ under considerable pressure. A new leader is not enough to guarantee intelligent and rapid change. The company needs new goals and strategies, a higher operating pace and a reinforced management team (as shown in the previous chapter). Generally speaking, all employees need a clear picture of a common future worth fighting for, they need to be able to see the way forward, and even to have a new ‘marching song’. So how do you translate and communicate the turnaround manager’s vision not only to his closest colleagues, as discussed in the previous chapter, but also to the troubled organization as a whole?

Keywords: Premium Price; Future Company; Trouble Organization; Business Mission; Techn Iques (search for similar items in EconPapers)
Date: 1999
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-28885-0_5

Ordering information: This item can be ordered from
http://www.palgrave.com/9780230288850

DOI: 10.1057/9780230288850_5

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().