Question 1: Provide An Example Of A Company That Has Done A

Question 1provide An Example Of A Company That Has Done A Complete Tu

Provide an example of a company that has done a complete turnaround. Explain whether the turnaround has been effective and whether it has improved the company’s profitability.

Question 2: Create one progressive disciplinary policy for one disciplinary problem. The policy must focus on correcting the problem in two ways: By impressing on the employee the seriousness of repeated rule infractions and by providing the employee with opportunities to correct his or her behavior before applying the ultimate penalty of discharge. For example: tardiness, unauthorized absence, sleeping on duty, gambling during working hours, discourteous conduct, failure to observe safety rules, or failure to report an accident.

Provide the rationale for your policy. Review your organization's employee handbook or consult your HR team for insight into their progressive discipline policy. If you are not currently employed, search for an employee handbook online.

Paper For Above instruction

The concept of corporate turnaround refers to strategic efforts undertaken by companies to reverse declining performance and restore profitability. An exemplary case of a successful turnaround is IBM (International Business Machines Corporation). Once facing severe financial distress in the early 1990s, IBM engaged in a comprehensive restructuring plan that profoundly transformed its business model, operational procedures, and strategic focus.

IBM’s turnaround began with a pivotal leadership change when Louis V. Gerstner Jr. assumed the CEO position in 1993. Gerstner implemented an aggressive strategy to shift IBM’s focus from hardware-centric offerings to software, services, and solutions, aligning the company's core competencies with emerging market demands. The company sold off its commodity hardware divisions and concentrated on high-margin enterprise solutions. This strategic pivot was supported by substantial organizational restructuring, cutting costs, and fostering a culture of customer-centric innovation.

The effectiveness of IBM’s turnaround is evident in its financial recovery and sustained growth over subsequent decades. Post-turnaround, IBM’s revenue and profit margins stabilized and increased, allowing it to remain competitive in the technology industry. The company's market capitalization grew, and it regained its reputation as a leading provider of technology solutions. The success of IBM’s turnaround is further demonstrated by its ability to adapt continuously to technological changes, such as the rise of cloud computing and artificial intelligence, thus maintaining profitability and relevance in a rapidly evolving digital landscape.

While some critiques argue that IBM's shift away from hardware reduced its market share in traditional segments, the overall strategic realignment was effective at restoring profitability and competitive advantage. The company's focus on high-value services and solutions has proven sustainable, illustrating that a well-executed strategic turnaround can revive a company’s fortunes and position it for long-term success.

Inspired by IBM, other companies undergoing distress can consider strategic refocusing, leadership change, and organizational restructuring as vital components of a successful turnaround. The success story underscores that a proactive and comprehensive approach to addressing core issues can significantly improve a company's profitability and market position.

References

  • Gerstner, L. V. (2002). Who Says Elephants Can't Dance? Inside IBM's Historic Turnaround. HarperBusiness.
  • Hammer, M., & Champy, J. (1993). Reengineering the Corporation: A Manifesto for Business Revolution. HarperBusiness.
  • Johnson, H. T., & Scholes, K. (2002). Exploring Corporate Strategy. Prentice Hall.
  • Laudon, K. C., & Traver, C. G. (2021). E-commerce 2021: Business, Technology, Society. Pearson.
  • Johnson, G., Scholes, K., & Whittington, R. (2017). Exploring Corporate Strategy. Pearson Education.
  • Stalk, G., Jr., & Hout, T. M. (1990). Competing Against Time. Free Press.
  • Rumelt, R. P. (2011). Good Strategy Bad Strategy: The Difference and Why It Matters. Crown Business.
  • Barney, J. B., & Hesterly, W. S. (2015). Strategic Management and Competitive Advantage: Concepts and Cases. Pearson.
  • Collis, D. J., & Rukstad, M. G. (2008). Can You Say What Your Strategy Is? Harvard Business Review, 86(4), 82-90.
  • Porter, M. E. (1996). What is Strategy? Harvard Business Review, 74(6), 61-78.

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