This is version 1.5. -------------- The ITMS is a guided system through a corporate turnaround based on over 1500 references, countless interviews and over 150 turnaround cases. It is applicable to virtually any situation and industry targeting the most common reasons why turnarounds fail while utilizing the success factors and strategies that led to successful turnarounds over the past 30 years. The ITMS is based on project management techniques and existing restructuring methods and tools, However it is not only about project management and turnarounds, it furthermore includes financial restructuring techniques, strategic & operational strategies, marketing aspects, crisis communication aspects with stakeholders (to maximize the support and minimize bad press) and internally, controlling, quality control processes, of the turnaround itself, risk management, etc., etc.Imagine you are the CEO of a troubled company or a turnaround manager. The ITMS will be a framework that is divided into different stages, in which you can easily find the situation that your company is in. Let's say you have products that don't sell well, you are in a certain competitive environment with few global players that practically own the market, and you have financial difficulties. You will find your situation in the ITMS and the ITMS will tell you proven, through our examination of more then 150 case studies, strategies out of that situation (if there is a way out). The International Turnaround Management Standard (TIMS) is a method and guided way to achieve a sustainable turnaround. The ITMS includes all possible aspects and business areas that need to be analyzed and considered when restructuring a company: Financial Strategies Strategic- & Operational Strategies HR Aspects Crisis Communication Management Project Management Techniques and Methods Change Management Controlling and Management of Risk Marketing Aspects Quality Control processes Process Improvements The standard, furthermore serves the turnaround management team as a guideline of what they need to do at what time, how to do it and who you need to provide information too and what other aspects you need to take care of. In a nutshell: The ITMS targets all the major problems why companies fail in turnarounds; insufficient support of shareholders and lenders, non-comprehensive turnarounds (with other words things where simply overseen, or not regarded as important), targeting of symptoms rather than issues, unstructured approaches to turnarounds, etc.
This is a comprehensive textbook written for students as well as professionals interested in international Finance, Financial Markets and Corporate Finance. It is also the textbook for many certifications in finance by the Management Laboratory.
In this Issue: The Chasm of Change "Restructuring the Goliath" by Dr. Erick Rick Johnson Evolution Management: Managing Constant Change in Corporations by Dr. Christoph Lymbersky & Marc Wagner Building Value in Companies to Prepare them for Sale - Investing in Distressed Opportunities by John M. Collard Keeping American Airways up in the Air by Dr. Christoph Lymbersky Do We Achieve Good Corporate Governance by Improving Bad Governance? by Harry Green Rescuing Schlecker: The Fall of an Empire and Ways to turn the Company around by Dr. Christoph Lymbersky Buying a Business to turn around: Making a Turnaround work by Marc Blayney Admiral Zheng He - the Collaborative Transformation Expert by Dr. Mike Teng Corporate Bankruptcy - When Should a Business File For Bankruptcy? by Matt Gallo Chapter 11 Bankruptcy - Can Restructuring Debts Save a Business? by Simon Vokov Cash is Oxygen During the Restructuring Process by Dr. Mike Teng Comprehensive Solution for Under Performing Firms by Samantha Lewers Results of the Impact Executives´s Survey by Clive Sexton Healing a Hospital - The Turnaround at Southeast Georgia Health System by L. Hoagland-Smith Managing Overhead by Mark Fackrell Buying Good Businesses in a Bad Market by Rockwell Marsh 20 Change Management Mistakes to Avoid by Torben Rick
This issue features the following articles: The Meaning of Brand Origin for a Company's Turnaround Strategy by Carsten Ovens How To Slash Staff Turnover and Kill Costs by Eugene Rembor How Don Bibeault Modifies the Old Pareto Principal in Business by Donald D. Bibeault Issues and Crisis Management: the Death and Life of Organizations by Nelson Oluwabukola Michael The Strategic Role of Human Resources Development in Organizational Crisis Management Why Do Firms Fail in Emerging Markets? by Javier Gonzalez Montane Why Do Companies Fail? 2014 Survey Results by Dr. Christoph Lymbersky Buying and Managing Distressed Companies by John M. Collard Case Study: The Porsche Turnaround Interview: Transformation Best Practice at Deutsche Post DHL by Marc Wagner Crisis Management - Expert Strategies For Turnarounds and Liquidations by Lee Hiller How to use the Business Impact Analysis during Crisis Management by Myles Long Crisis Management: Riding the Dangerous Wind by Christina Winkler How Brands Brace for #Crisis in the Social Media Age by Rachel Caggiano
The Turnaround management Journal is published semiannually in the spring and fall (northern hemisphere) of each year. Regular authors include academics such as university lecturers, professors and students who are engaged in research on crisis management. TheTurnaround Management Journal provides a forum for the presentation of their findings and results to other researchers and the professional community. Professionals who work in crisis management are also invited to submit articles for publication in theTurnaround Management Journal. Their opinions, case studies, success stories, and company introductions are highly valued by other professionals and academics alike. Regular topics include: Updates on the International Turnaround Management Standard (ITMS) The ITMS is a dynamic standard that is updated frequently in order to reflect changes in the industry, new developments and findings, and successful cases. Profiles of TMS members The profiles section gives authors an opportunity to present themselves or their companies to other members, subscribers, institutions and interested parties. Academic developments Academic developments are presented by researchers such as university lecturers, independent researchers and graduate students in the field of turnaround management. Professional highlights This section gives professionals the opportunity to present a recent case or their opinion on a TM-related topic. Case studies The Turnaround Management Society constantly analyzes failed and successful cases, and the most interesting and potentially useful are presented under this section. Special topics Each issue presents a special topic on an industry, a type of business such as SMEs, the economic situation or another topic of interest and use to our members. Discussion of past issues This section gives professionals and academics alike the opportunity to discuss previously published articles and opinions in a highly professional environment and among experts of the field. Articles from related industries and fields Turnaround Management is applicable to and used in a variety of industries. However, it is also important for our field to monitor other fields such as project management, finance, and change management, since these industries directly affect our industry. The TMS keeps its eye on a range of issues and issues so developments in related fields and industries that affect TM are not overlooked. A current list of members who hold the CITM qualification, their contact details and areas of expertise In each issue we publish a list of current holders of the Certified International Turnaround Manager (CITM) qualification, their contact details and a short profile so companies that are interested in hiring a turnaround manager have easy access to certified professionals.
Thank you for visiting our website. Would you like to provide feedback on how we could improve your experience?
This site does not use any third party cookies with one exception — it uses cookies from Google to deliver its services and to analyze traffic.Learn More.