ABSTRACT
In layman's terms, an operational or leadership turnaround typically occurs when outcomes go from bad to worse. These improvement activities can be either proactive or reactive. Leadership turnarounds also have several levels worth noting. These levels are directly correlated to the size, scope and complexity of activities needed to make the current state better. The impact on stakeholders is a factor as well. An enterprise turnaround requires more resources, impacts more people and is the greatest risk to the enterprise as a whole. Typically, enterprise level turnarounds occur due to years of operational under performance and required very painful prescriptions. Finally, a significant risk factor for leading turnarounds is the increased burden on stakeholders. A turnaround involves a process. The process ranges from assessments to implementing corrections. Once the change has been approved and sponsored, leaders must create a roadmap. The roadmap is essentially the plan that included tollgates for success.
