Interviewed 8th July, 2010 by Samantha Heys from Entrepreneurial Spirits
Mr. Lymbersky is director of the Turnaround Management Society

Mr. Lymbersky, thank you for taking the time for this interview. I know you are very busy and have a flight in two hours, therefore let me get right to the point: You are quite young [...]

A review of the history and literature of strategies for managing change shows these 9 reasons for programme failure:
(1) Lack of board level support – The change programme is holed below the waterline if it doesn’t have the support of directors and senior management – and is seen to have their support.
(2) “Here’s one we did [...]

William Bridges focuses on transitions and the psychological changes that lie behind behind significant organisational change.
Situational changes are not as difficult for companies to make as the psychological transitions of the people impacted by the change
In the best-selling “Managing Transitions” Bridgesprovides a clear understanding of what change does to employees and what employees in transition can do to an organisation.
He addresses the fact [...]

A short drive through the landscape of turnaround efforts conducted by Saab’s top management in order to face the challenges of a troubled economy, mysterious strategies and a secret balance sheet.

The once so proud Swedish company Saab filed for bankruptcy this month and is faced with very little support from its stakeholders. That was once different, in Saab’s early years, the automobile producer was able to gain and maintain a loyal customer base of clients looking for a car that is special, a car that one cannot see on every street corner and a car that distinguishes itself from its competitors, not only by a unique design, but also by innovation and love to detail. Originating out of a company that has produced airplanes, Saab was the only company …