Leading Corporate Turnaround: How Leaders Fix Troubled Companies

Leadership is never more crucial than when corporate survival is at stake. But the days of the tough guys are over. The leaders who are driving today’s sustainable turnarounds understand that the answers to a distressed company’s problems lie almost always within the firm itself usually at middle manager level and below. The secret is cooperation.
Drawing on interviews with world leading, international company doctors and advisers, as well as on the authors’ own experience, Leading Corporate Turnarounds explores seven key leadership and management skills required for successful turnaround, and shows why quickly gaining the buy–in and trust of all stakeholders is the key to ultimate success.
"This is an admirable guide to the increasingly specialized business of corporate turnaround; I wish I had it when I started at BT in 2001."
—Sir Christopher Bland, Chairman, BT Group
"Why wait for a crisis to hit before reading this book? There is so much good material here which can be used preventatively to stop your company going to the brink. If I had this book available when we faced our turnaround, I have no doubt that I would have moved faster to tackle the problems! This book is a must even for those seeking to stimulate change before the crisis begins."
—Patrick O’Sullivan, Group Finance Director, Zurich Financial Services
"This well researched analysis of the characteristics of leadership in turnarounds is a valuable and timely successor to Corporate Turnaround. It should be essential reading not only for those involved in company rescues but also for those who want to learn about crisis leadership without experiencing it themselves."
—Paul Thompson, Head of Lending Services, HSBC

Spis treści:
About the Authors.
Acknowledgements.
Introduction.
1. The Leadership Challenge.
2. The Turnaround Framework.
3. Before the Turnaround Begins.
4. New Leadership.
5. Crisis Stabilisation.
6. Stakeholder Management.
7. Strategic Focus.
8. Changing Critical Business Processes.
9. Leading Organisational Change.
10. Financial Restructuring.
Appendix Society of Turnaround Professionals.
Index.

Nota biograficzna:
Stuart Slatter
Founding partner of Stuart Slatter & Company, Chairman of Stuart Slatter Training and a Visiting Fellow in Strategic and International Management at the London Business School (LBS).
Stuart Slatter has over twenty–five years of experience in providing strategic consultancy advice and management education to senior management throughout the world. While a full time faculty member at LBS, he was Dean for Executive Education, Director of the Senior Executive Programme, and Chairman of the Strategic and International Management Department. He has been a Visiting Professor at the University of California (UCLA) and at the University of Capetown. Prior to joining LBS, he was Managing Director of a subsidiary of a UK public company, and a senior management consultant with Booz, Allen & Hamilton in New York specialising in marketing strategy.
He holds a law degree from Cambridge University, an MBA degree from Stanford Business School, and a PhD in marketing from London University. He is a qualified barrister–at–law, and is the author of a number of books and articles, including “Gambling on Growth”, Wiley (1992), and “Corporate Turnaround”, Penguin Books (1999). He was one of the founding directors of the Society of Turnaround Professionals in the UK, and can be contacted via www.slatter.co.uk.
David C. Lovett
David Lovett, a Managing Director with AlixPartners and a member of the European Executive group of the firm, is a business graduate, a fellow of the Institute of Chartered Accountants of England and Wales, a fellow and a founding member of the Society of Turnaround Professionals. Befo re joining AlixPartners, David was with Andersen for 18 years, where he formed Andersen’s London–based turnaround practice in the early 1990s and subsequently led the Global Turnaround practice. He co–authored “Corporate Turnaround” with Stuart Slatter in 1999.
During the last 30 years, David has advised all the classes of stakeholders in troubled companies.He has led many corporate restructurings and turnarounds in both an advisory and officer capacity serving as Chief Financial Officer and Chief Restructuring Officer.
David has extensive cross border restructuring experience and is familiar with the changing trends in insolvency and restructuring legislation. He is driven by a desire to minimise economic loss to stakeholders while his clients manage the turbulence of forced transformation.
AlixPartners is recognised internationally as the “industry standard” for solving complex business challenges, helping companies improve operating and financial performance, and restoring corporate value.
Founded in 1981, it has been retained by hundreds of companies throughout the USA, Europe, Asia and Latin America and has worked in virtually all industries and sectors.
Laura Barlow
Laura Barlow is a Director in AlixPartners’ European Turnaround and Restructuring practice. Over the past 15 years she has been an adviser to both creditors and debtors in troubled situations and has worked with numerous companies to help them achieve operational turnaround and financial restructuring. She has taken interim management roles in several troubled companies, restoring stability and leading the development and implementation of turnaround plans. Her current focus is on providing restructuring advisory services to corporates, including taking Chief Restructuring Officer positions where appropriate.
Laura is a graduate of Oxford University, a Chartered Accountant and SFA Securities Representative. She is a regula r speaker at European conferences on turnaround and restructuring and at the London Business School on the Managing Corporate Turnarounds course.

Okładka tylna:
Leadership is never more crucial than when corporate survival is at stake. But the days of the tough guys are over. The leaders who are driving today’s sustainable turnarounds understand that the answers to a distressed company’s problems lie almost always within the firm itself usually at middle manager level and below. The secret is cooperation.
Drawing on interviews with world leading, international company doctors and advisers, as well as on the authors’ own experience, Leading Corporate Turnarounds explores seven key leadership and management skills required for successful turnaround, and shows why quickly gaining the buy–in and trust of all stakeholders is the key to ultimate success.
"This is an admirable guide to the increasingly specialized business of corporate turnaround; I wish I had it when I started at BT in 2001."
—Sir Christopher Bland, Chairman, BT Group
"Why wait for a crisis to hit before reading this book? There is so much good material here which can be used preventatively to stop your company going to the brink. If I had this book available when we faced our turnaround, I have no doubt that I would have moved faster to tackle the problems! This book is a must even for those seeking to stimulate change before the crisis begins."
—Patrick O’Sullivan, Group Finance Director, Zurich Financial Services
"This well researched analysis of the characteristics of leadership in turnarounds is a valuable and timely successor to Corporate Turnaround. It should be essential reading not only for those involved in company rescues but also for those who want to learn about crisis leadership without experiencing it themselves."
—Paul Thompson, Head of Lending Services, HSBC