Harvard Business
JULY 2, 2018
It is most definitely not for big, old-line companies that are facing an existential crisis and require a full-scale turnaround. None of these conditions exists in extreme events such as natural disasters, terrorist attacks, major military battles — or large-scale business turnarounds. It’s for techies.
Management Consulted
DECEMBER 6, 2015
This Firm Profile started as an email from Sean, asking if we could write on Alvarez & Marsal, “The Turnaround Guys”. The firm’s first turnaround client was the household brand, Timex Corporation. This added to the firm’s already glowing reputation as they continued to diversify their services and enter new markets.
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Martinka Consulting
JULY 6, 2015
On May 4, 2015 a Wall Street Journal article discussed the Japanese company Suntory and its 2014 acquisition of Jim Beam. Suntory will have to outpace industrywide growth in its two biggest markets, the U.S. and Japan, and expand into new markets.” Nobody in my market! Hitting that goal won’t be easy.
Harvard Business
DECEMBER 14, 2018
These include manufacturing, budgeting, planning, sales and marketing, and customer service. For an example of digitally-enabled business model transformation, consider Domino’s Pizza, which has experienced a massive turnaround since 2010.
Harvard Business
MARCH 12, 2018
Volvo’s turnaround over the last decade offers a great example. Its cars didn’t match up well with those of top luxury brands like Mercedes, BMW, and Audi, yet the company lacked the capacity to compete with mass-market leaders like Toyota and GM. For years, Volvo was a brand stuck between a rock and a hard place.
Harvard Business
JUNE 29, 2018
GE’s fall accelerated on October 25, 2015, with activist hedge fund Trian announcing a $2.5 In the fall of 2017 under Flannery, MA&D unsurprisingly became GE’s turnaround strategy tool. billion equity investment in GE stock, one that made it a top 10 shareholder. GE stock was trading at $25.47
Harvard Business
AUGUST 9, 2016
From 1996 to 2015, the number of publicly traded companies in the United States alone dropped nearly 50%. These buy outs shifted agency from owners to managers; “corporate raiders” worked with high-yield debt to fund these turnarounds. Leaders were driven by short-term profits and rapid action to flip the organization.
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