Turnaround Strategy Quotes

The strategic plan to transform Valeant smartly focuses on rebuilding the company's core franchises in ophthalmology, dermatology, and gastroenterology while simultaneously using the proceeds from the sale of non-core assets and operating cash flow to de-lever the company.

I think the big problem this country has is being politically correct. I've been challenged by so many people, and I don't frankly have time for total political correctness. And to be honest with you, this country doesn't have time either. This country is in big trouble. We don't win anymore. We lose to China. We lose to Mexico both in trade and at the border. We lose to everybody... We need strength, we need energy, we need quickness and we need brain in this country to turn it around.

Relative to Google or the kind of turnaround we're seeing, we do care about profitability. That is our goal in every one of the areas where we invest.

After the non-Japanese Carlos Ghosn was brought in by Nissan to turn around the struggling auto manufacturer, he made English the company's official working language.

When I went into GM there was a lack of morale. The company had gone bankrupt and the people who worked there were embarrassed. Underneath all of, though, there was a will to show what they were capable of, but nobody knew exactly what to do.

When I joined QPR in March 2010 we were rock bottom and heading for League One. We conceded too many and didn't score enough, which was a recipe for relegation.

I think it's natural when a team has such high expectations, under .500 halfway through the season, they're going to go after a brand new coach.

When I became CEO, Puma was bankrupt on paper.

UDAY is meant for financial and operational turnaround of discoms.

The company was ready to close its doors; there was real financial distress. But on the other side, there was high brand awareness, but that was negative because Puma was perceived as low-priced. It had lost its cachet. It was a well-known brand without a presence.

When I first came to Playboy, I thought I would go on and do something else in a few years. But when the company got into trouble with political and regulatory challenges, I felt that I could really lead the turn around.

Too many people who come in as CEO of a poorly performing company assume that none of the incumbent executives are worth retaining. That's not always the case. Sometimes the talent is there, but it's not being led well.

Here are the facts: when Eric Bischoff came to work for WCW as a 'clean up batter' on the announce team working alongside Tony Schiavone, I came with a guaranteed contract.

It's different when you're trying to turn something around, especially something that you built, at a time when so many constituents - the media, Wall Street, competitors, ex-employees - are all saying that Starbucks's best days are behind it, and that Schultz is never going to be able to bring it back.

I came back to Philips and quickly realised that the TV business had a major performance issue and some structural challenges. Rather than try to tweak it and sit things out, we said we had to go for a structural solution.

My job was to turn the company around and to give Time Warner a profitable Web business to spin off and a profitable access business that still throws off a tremendous amount of cash. I can check both of those boxes. I am done, and I feel good about what we've accomplished.

If a company is not doing well, it doesn't necessarily mean that it is not a good company.

In business, sometimes you have to change the CEO in order to change the direction of the company.

In the fall of the year 2000, there just happened to be a decision point when they asked me to become Chief Executive Officer of the company. It was a time when, as you remember, we were starting to have some real problems in the California energy markets.

When you buy a company that's been on its butt you raise a lot of money, you instantly put new management in place, but that's the end of the glory for three to five years, grinding it out one day after the other.

On 'Bar Rescue,' failure is not an option. I have to try to turn the business around.

If you look at my business record, I basically love to do turn-arounds. That's where I made all of my money.

We took a plant that was being closed by a big company thinking there was no good use for it, and we came in with a different perspective. We bought some used equipment, as simple as we could.

I started FUBU in 1989 but ran out of money three times and closed it down.

By the time I stepped down as Xerox's CEO in 2009 - and as chairman in January 2010 - Xerox had become the vibrant, profitable and revitalized company that it still is today. What made the difference was a strong turnaround plan, dedicated people and a firm commitment from company leaders.