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Lessons from turnaround leaders

David P. Boyd (Professor of Management and Organizational Development in Northeastern University's Business School (d.boyd@neu.edu))

Strategy & Leadership

ISSN: 1087-8572

Article publication date: 10 May 2011

3077

Abstract

Purpose

Environmental uncertainty threatens many companies. This paper seeks to offer a strategic model to help imperiled firms overcome employee inertia, counter competitive forces, and speed organizational renewal.

Design/methodology/approach

The paper presents a change model which outlines five major steps, each comprised of three elements. Examples from the field illustrate sequential stages of the cycle.

Findings

This framework aligns human resources and organizational processes. By adhering to this approach, leaders can become transformational change agents.

Practical implications

The proposed strategic format evolved from face‐to‐face discussions with exemplary turnaround leaders. In their visits to the author's classroom over the last six years, they offered insights that should prove beneficial to other leaders in turnaround situations.

Originality/value

The paper extends existing business models by providing a comprehensive set of action steps to engage all organizational members.

Keywords

Citation

Boyd, D.P. (2011), "Lessons from turnaround leaders", Strategy & Leadership, Vol. 39 No. 3, pp. 36-43. https://doi.org/10.1108/10878571111128801

Publisher

:

Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited

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