By Jean-Frédéric Mognetti

Take a administration trip to the center of the restructuring of SN Brussels airways, sharing the dos and donts of Jean-Frdric Mognettis 3 years of hands-on event as restructuring catalyst to the corporate. In 2002 SN rose out of the ashes of Belgian airline SABENA, witnessing a outstanding turnaround and returning to carrying on with earnings as early because the moment yr of operations, even happening to obtain Virgin Read more...

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Take a administration trip to the center of the restructuring of SN Brussels airways, sharing the dos and don ts of Jean-Frederic Mognetti s 3 years of hands-on adventure as restructuring Read more...

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Extra resources for Out of the ashes: tools for recovering corporate health

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In the first steps of the turnaround this is a job for the CEO, but they must be quickly joined in this exercise by their closest collaborators, to create a critical mass of transformation in the whole organization as quickly as possible. 19 Out of the Ashes: Tools for Recovering Corporate Health By Jean Frédéric Mognetti Copyright © 2008 John Wiley & Sons Ltd. CHAPTER 2 IT WORKS BOTH WAYS BUILDING TRUST AND CONFIDENCE OPERATES IN BOTH DIRECTIONS, UPWARDS AND DOWNWARDS Mechanisms for building trust upwards and downwards are of equal importance.

For instance, during the Limelette seminar, the CEO and one of his executive committee members had not fine-tuned their respective agendas, and this led to unnecessary questions and even gossip by the whole group. OUT OF THE ASHES Work A lot Golden trapeze where effort of communication and motivation should be deployed Not so much Easy decision Never Do they systematically understand? 1 Who I am playing with? The CEO must undertake a careful review of the rules of the game with their senior management team.

Peter therefore decided to run a one-day management conference with 60 of his senior executives next to headquarters. The senior managers were quite annoyed because they did not receive an agenda. ’ The team was merely expected for breakfast, 30 minutes before the beginning of the conference. Moreover, when they arrived in the conference room the setting was not the traditional one, just one chair and two flipcharts in front of the audience. The conference turned into a one-day transparent dialogue on how the future was influenced by superior operating results achieved in one’s own department.

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