When A Turnaround Stalls  

Oleh:

Reisner, Robert A. F.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 80 no. 2 (2002), page 45-54.
Topik: TURNAROUND; business cycles; change management; industry analysis; recessions; strategic planning; strategy formulation; strategy implementation

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.18 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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The ponderous U. S. Postal Service transformed itself into a competitive business - for a while. By 1999, the agency had recorded four years of surpluses totaling more than $5 billion and was crafting a strategy for success in the new economy. In a symbolic victory, the agency's own Lance Armstrong won his first Tour de France. Eighteen months later, the Postal Service was struggling to stay afloat. The tragic events of September 11 - and those that followed - only exacerbated the situation. How did such an optimistic scenario turn sour so quickly ? Robert Reisner, the Postal Service's former vice president for strategic planning, recounts what it felt like to see the turnaround stall, and he offers four lessons on how to prevent change initiatives from faltering. The author offers some general insights into how an organization can keep a turnaround on track : Don't miss your moment. Precious momentum is lost when you fail to capitalize on fleeting market opportunities or high morale within your organization. Connect change initiatives to your core business. Promising programs can wither if they are not integrated into your mainstream operations. Don't mistake incremental improvements for strategic transformation. Operational success can blind you to the need to reinvent the business. Be realistic about your limits and the pace of change. Raising expectations that can't be met, at least at the moment, can undermine changes that are achievable.

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