Jamie spent his career managing turn around situations in medium to large size companies.  He benefitted from the newness of each situation as he entered without any knowledge of the company.  Things were failing, that’s why he was there, so when he started each job he focused on micromanaging with the help of his new inherited employees.  All spending, contracts, costs, processes, reports and relationships were questioned.  Jamie needed to understand everything before making any changes and he was always successful in making positive changes, turning the companies around and creating engaged and accountable teams in the process.  It’s been ten years since Jamie’s last turnaround.  He has been the president of his last turnaround since then and things have been good over the years leaving him a bit complacent.  His team has evolved with people moving on and new ones coming in.  Jamie knows he needs to take the company in a new direction because it is just not growing anymore.  He also knows that the best way to change an organization is to understand the details better than anyone else.  He’s lost track of the detail and does not feel his current team is ready for the “turnaround” actions he thinks are necessary.  

• How should Jamie address his management team with what he wants to do?
• How can he implement a detailed business analysis including micromanaging spending without demoralizing his team?
• How can he use this exercise to motivate them and create the team effort he used to see in his turnaround days?
• What ongoing processes can he put in place to ensure the company maintains a continuous evaluation of its spending and business practices to keep the company agile enough for redirection in future years?