Turning around an organisation that is struggling is neither  straightforward nor without pain.  Jonathan Ross, Principal Consultant, sets out a three-phase approach to pinpoint the crunch areas and the underlying causes of decline, with the aim to correct or stabilise, without adversely affecting those parts of the organisation that are performing well.  The objective is to give organisations the breathing space to lay the foundations for future security.

The appointment of a recovery manager is the first step to demonstrate serious change is underway. The role is part project manager, tasked with delivering certain measurable improvements based on the relevant and measurable key performance indicators (KPI’s), and part CFO, COO or CRO (Chief Recovery Officer), with a dedicated focus on specific turnaround actions which enable existing management to concentrate on business as usual.