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

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?