Step into (or sent into) organization in crisis in a foreign country with no existing team of colleagues and no experience in the market. Only top level position or accepted mandate.

Use existing solutions and try to do “what worked back home” –usually with little success.

Fail to change when met with failure of “what should work.”

Learn local situation and how to act effectively in that situation.

Hire and fire until a new team is put together that can act effectively in the environment and succeed in the short & medium term.

Learn local situation and how to act effectively in that situation.

Gather or create committed team.

Build the organization out of their crisis and towards long-term success.

Mission or task of building a profitable and value-producing organization out of nothing (even in a foreign country).

Use consultants and a formulaic model to develop organization.

Result is usually net financial loss and/or organization failure.

Learn local situation and how to act effectively in that situation.

Hire effective team.

Build organization (usually with consultant help) that is profitable and value-producing in the short & medium term.

Learn local situation and how to act effectively in that situation.

Gather or create committed team.

Build organization to meet market requirements and create high stakeholder value for the long term in a short period of time.

Organizational resources and supports do not match the severity of the challenge. Organization failure is imminent.

Fails to realize the severity of the situation until too late.

Refuses to “accept defeat.” Fights until damage is unbearable.

Finally shuts down operation in a way that comes as a shock to many stakeholders (in many cases, some stakeholders have to scramble to feed their families and/or postpone their retirement since no appropriate warning was forthcoming).

Realizes the severity of the situation while there is time to act tactically.

With openness and integrity, either:

1) Steps away after laying out the situation for the stakeholders in clear and comprehensive terms, or

2) Helps to close down the operation while maintaining the dignity and respect of the people involved, and allowing stakeholders to plan for and reduce economic and value loss.

Realizes the severity of the situation while there is still time to act strategically.

With openness and integrity, either:

1) Steps away after laying out the situation for the stakeholders in clear and comprehensive terms, or

2) Rebuilds the operation to meet stakeholder and market needs, and increase value and financial returns. Handles the tough issues of taking responsibility for others’ mistakes, leading change, and creating a positive structure that rebuilds trust and confidence.