HOUSE_OVERSIGHT_020961.jpg
1.67 MB
Extraction Summary
5
People
4
Organizations
0
Locations
0
Events
2
Relationships
3
Quotes
Document Information
Type:
Presentation slides / business report
File Size:
1.67 MB
Summary
The document consists of two presentation slides, numbered 239 and 240, from a KPCB presentation titled 'USA Inc. | What Might a Turnaround Expert Consider?'. The content focuses on corporate turnaround strategies, citing management experts Richard Sloma, Jon Meliones, Stuart Slatter, David Lovett, and Laura Barlow on topics of recognizing problems, cost management, and rescue plans. The document bears the Bates stamp HOUSE_OVERSIGHT_020961, indicating it was part of a document production to the House Oversight Committee.
People (5)
| Name | Role | Context |
|---|---|---|
| Richard Sloma | Author |
Quoted regarding recognizing turnaround situations from 'The Turnaround Manager's Handbook'
|
| Jon Meliones | Author |
Quoted regarding honesty and cost management from 'Harvard Business Review on Turnarounds'
|
| Stuart Slatter | Author |
Quoted regarding recovery plans from 'Leading Corporate Turnaround'
|
| David Lovett | Author |
Quoted regarding recovery plans from 'Leading Corporate Turnaround'
|
| Laura Barlow | Author |
Quoted regarding recovery plans from 'Leading Corporate Turnaround'
|
Organizations (4)
| Name | Type | Context |
|---|---|---|
| KPCB |
Kleiner Perkins Caufield & Byers (Venture Capital firm), logo present on slides
|
|
| USA Inc. |
Title of the presentation or project listed in the footer
|
|
| Harvard Business Review |
Publication source for one of the quotes
|
|
| House Oversight Committee |
Implied by the Bates stamp 'HOUSE_OVERSIGHT'
|
Relationships (2)
Listed together as authors of 'Leading Corporate Turnaround'
Listed together as authors of 'Leading Corporate Turnaround'
Key Quotes (3)
"A turnaround situation is first recognized when there is serious concern or dissatisfaction with the firm's [organization's] performance, results, and/or near-term forecasts of [financial] performance and results."Source
HOUSE_OVERSIGHT_020961.jpg
Quote #1
"If your organization is in trouble, be honest. Make it absolutely clear to everyone in the company that survival [long-term viability] depends on cost management."Source
HOUSE_OVERSIGHT_020961.jpg
Quote #2
"The recovery of a [challenged] company [or country]...depends on the implementation of an appropriate rescue plan or turnaround prescription."Source
HOUSE_OVERSIGHT_020961.jpg
Quote #3
Full Extracted Text
Complete text extracted from the document (1,297 characters)
The First Step to a 'Turnaround' is Acknowledging There is a Problem
A turnaround situation is first recognized when there is serious concern or dissatisfaction with the firm's [organization's] performance, results, and/or near-term forecasts of [financial] performance and results.
- Richard Sloma, The Turnaround Manager's Handbook
If your organization is in trouble, be honest. Make it absolutely clear to everyone in the company that survival [long-term viability] depends on cost management.
- Jon Meliones, “Saving Money, Saving Lives,” Harvard Business Review on Turnarounds
KPCB www.kpcb.com
USA Inc. | What Might a Turnaround Expert Consider? 239
USA Inc. | What Might a Turnaround Expert Consider? 239
How Might a 'Turnaround Expert' Look at an Organization that Needs to be 'Turned Around?'
The recovery of a [challenged] company [or country]...depends on the implementation of an appropriate rescue plan or turnaround prescription. Characteristics of the appropriate remedy are that it must: 1) address the fundamental problems; 2) tackle the underlying causes (rather than the symptoms) and 3) be broad and deep enough in scope to resolve all the key issues.
- Stuart Slatter, David Lovett, Laura Barlow, Leading Corporate Turnaround
KPCB www.kpcb.com
USA Inc. | What Might a Turnaround Expert Consider? 240
USA Inc. | What Might a Turnaround Expert Consider? 240
HOUSE_OVERSIGHT_020961
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