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Turnaround?
Have you taken the 360 Degree Turnaround Stakeholder Tour? Turnaround Specialists offer control of the cash, eliminating excesses (people, products, facilities), focusing upon the company’s core competency(ies), and preservation of assets Creditors have, by now, lost confidence in the customer, with creditors’ accountants holding sway over their marketers, and the primary focus being minimizing the percentage of their own asset write-down. Employees demonstrate fear, hostility, resistance to change, and occasionally barriers to progressing the Turnaround. Management take sides, for, against, proposing self-interest solutions, pleading special causes, and is rarely united behind the Turnaround Specialist, sometimes just another employee group looking out for themselves. Turnaround Sponsors, who give too much sway to the accountants, are looking at impaling their careers on a failed turnaround. Without active & effective
transition management, the benefits of doing a turnaround are unlikely to materialize without damaging the business & reducing customer satisfaction Combining both Turnaround and
Transition Management is likely to increase shareholder value and reduce the risk of a failed turnaround As an Interim Transition Director, let me explain. Transition management embraces strategic planning, change & project management. In my experience, frequently, transitions are not actively managed & some stakeholders feel very hostile Need a proven track record of success in complex, multi-cultural organizations? Hyperlink to the Interim Transition Director Case Study closest to your challenge:
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Party Gaming
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UNESCO
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ONS | 
