Abstract
PurposeThe purpose of this paper is to help CEOs pick the best turnaround strategy.Design/methodology/approachThe paper reviews a key research study on firms in turnaround situations.FindingsThe study finds that turnaround strategy must fit the cause of the firm's problem.Practical implicationsThe paper is useful in helping senior managers avoid a common problem.Originality/valueThe paper focuses attention on the key to turnaround success. It highlights an academic research study with a rare nugget of insight for CEOs. This paper has not been published elsewhere.
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