Business & Turnaround
When a business is under pressure, activity can be mistaken for progress. A falling revenue line, a delayed project, or a difficult transaction may invite several plausible explanations. Before choosing a remedy, it helps to identify the decision that must actually be made and the assumption on which it depends. This collection follows that problem through public episodes on priorities, disagreement, financing, and knowing when to stop.
The starting links are intended to make different kinds of business problems comparable without pretending they are identical. A financing constraint is not necessarily an operating failure. A late project is not automatically worth rescuing. Agreement among executives is not the same as agreement about the facts. The materials below explore those distinctions and connect them to related writing. They do not promise a turnaround result or replace detailed assessment of a particular company. Use them to clarify the next question before committing to the next action.
Key questions
- What should a CEO investigate first when revenue falls?
- Is the constraint operational or financial?
- When should a project be fixed, replaced, or stopped?
Start here: Difficult Problems
- Revenue Is Down 20%. What Should the CEO Do First?
- Your Project Is 6 Months Late. Do You Fix It, Replace It, or Kill It?
- Stop Trying to Save Everything: The Turnaround Rule for Business and Real Estate
- When Smart Leaders Disagree, Find the Variable