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Lessons from a Turnaround Expert

Harvard Business

A conversation with former Marvel head Peter Cuneo on what it takes to shake up a team or organization.

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How Agile Teams Can Help Turnarounds Succeed

Harvard Business

Agile — the management approach that relies on small, entrepreneurial, close-to-the-customer teams — has a reputation that reflects its rapid adoption in software development. It is most definitely not for big, old-line companies that are facing an existential crisis and require a full-scale turnaround.

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How Etsy Found Its Purpose and Crafted a Turnaround

Harvard Business

CEO Josh Silverman’s purpose-driven turnaround at Etsy made the company profitable and improved its social and environmental impact.

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Management Consulting versus Investment Banking

Management Consulted

Bankers do some for roadshows, due diligence, etc but spend 90% of their time in one office until you’re partner-level (this is investment banking; you can expect more travel in private equity and investment management). Relationship with coworkers, managers, and firm. This is less discussed but equally important.

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Desperate Times Call for Effective Turnarounds

BCG

Many transformation initiatives focus on improving a company’s financial and operational performance from “good” (or moderate) to “great”—that is, the company is already doing well in some or most areas, yet management still sees a need to make improvements. We refer to these as turnaround and restructuring efforts.

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Management Lessons from One Hospital's Dramatic Turnaround

Strategy+Business

The dramatic turnaround engineered by Grossman -- from $120 million in annual losses to consistent profits -- offers important lessons for any manager seeking to overcome chronic underperformance, and lessons are also to be found in the rapid growth in its physician network, a top 10 ranking from U.S.

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How to Manage a More Experienced Direct Report

CaseInterview.com

One of the questions I get a lot from newer managers is: “How do I manage someone who is older and more experienced, knowledgeable, and talented than I am?” The people asking this question typically feel awkward managing someone who, by many measures, is more competent in a particular area. setting a strategic objective).

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