ABSTRACT
As discussed earlier in this book, one of the fi rst tasks to perform when taking on a role as a Turnaround Lead is to divide the needed work to achieve the Turnaround Commitment into its component tasks. Th is task breakdown must then be used to defi ne the work teams needed in the new organization. An important criterion for defi ning these teams is to make them as independent from each other as possible. As discussed earlier, this high independence is established by organizing the teams such that each contains task functions that are highly related and interdependent (high functional cohesion) while requiring interfaces to the other task teams that need as little information as possible (low coupling among teams).
