We get it done.
The success of a turnaround is dependent upon the speed at which the Turnaround Consultant can gather information and diagnose the problem(s); then act quickly to prescribe appropriate ‘medicine’ and follow up with an effective, and the lasting implementation of, a rescue and recovery plan.
The plan will invariably involve radical, rather than incremental, change. The delivery of this change will encompass the use of traditional and holistic management skills.
The plan must be robust but not try to tackle every problem in the sick company. The limited resources usually available should be focussed on “mission critical” issues.
The turnaround assignment always begins with a diagnostic review, which helps to establish the position of the company and so determine the feasibility of a turnaround, as opposed to the company’s liquidation or sale.