B8511-001 – Turnaround Management (Spring 2019)...B8511-001 – Turnaround Management (Spring...
Transcript of B8511-001 – Turnaround Management (Spring 2019)...B8511-001 – Turnaround Management (Spring...
![Page 1: B8511-001 – Turnaround Management (Spring 2019)...B8511-001 – Turnaround Management (Spring 2019) (Please note this Syllabus, and the sequencing of materials described and assigned](https://reader033.fdocuments.in/reader033/viewer/2022042923/5f71fbea0be2335c2f188dd4/html5/thumbnails/1.jpg)
(16-Oct-18)
Page1of10
B8511-001–TurnaroundManagement(Spring2019)
(Please note this Syllabus, and the sequencing of materials described and assigned herein, is subject to change during the course; however, the general structure and content will remain the same.)
Always consult CANVAS for the most current and up to date sequence of due dates.
ADJUNCTPROFESSORDOUGLASW.SQUASONI,E-mail:[email protected]:(Byappointmentonly)
COURSESHORTDESCRIPTION
Welcometothenexusofbusiness:TurnaroundManagement!Companies,orsubsidiarieswithinotherwisehealthycompanies,oftenareinneedofacorporateturnaroundorrestructuringduetooperational,financial,ormanagerialproblemsthatariseasthecompany’sbusinessenvironmentchangesovertime.
Whatiscoveredinthiscourse?
Thiscoursewillintegratethefunctionaldisciplinesofthecorecurriculum,buildinguponyourbasicunderstandingofaccounting,corporatefinance,productmarketing,organizationalleadershipdevelopment,andstrategyformulation.Althoughthiscourseisdrivenbyafocusonthestrategic,operational,andhumanresourceconsiderationsregardinghowageneralmanagerhandlesadistressedbusinesssituation,therestillisasignificantamountofrequiredworkinthefinancialandaccountingsubjectareas.
WhatwillIlearninthiscourse?
Thiscoursewillprovideyouwithanunderstanding,paradigm,andmodelstructureforidentifying,remedying,andresolvingtroubledanddistressedbusinesssituations.Youwilllearnfromthestandpointofageneraloperatingmanagerhowtodistinguishbetweencompaniesthatcanberepaired(givenexistingresourceconstraints)andthosesituationswheresaleorliquidationofthecompanyactuallyisthebestalternativetopursue.
ShouldItakethiscourse?
Althoughtheprimaryfocusofthiscourseistroubledcompaniesandtroubleddivisionswithinotherwisehealthycompanies,theperspectivesandanalyticalframeworkforidentifyingproblems,assessingalternatives,andmakingdecisionsthatimpactthefuturesurvivalofabusinessareskillsthatalsoareapplicableinastart-upenvironment,wherescarceresourcesandtimeconstraintscreateasimilarneedforevaluatingincompleteandinaccuratedata,inordertomaketime-sensitivedecisionsthatdirectlyimpactthefutureviabilityofthebusiness.
![Page 2: B8511-001 – Turnaround Management (Spring 2019)...B8511-001 – Turnaround Management (Spring 2019) (Please note this Syllabus, and the sequencing of materials described and assigned](https://reader033.fdocuments.in/reader033/viewer/2022042923/5f71fbea0be2335c2f188dd4/html5/thumbnails/2.jpg)
(16-Oct-18)
Page2of10
Youshouldtakethiscourseifyouareinterestedinpursuingacareerin(a)restructuringadvisory,turnaroundmanagement,oractivist/distressedinvesting;(b)privateequityandwanttolearnhowtoassessandaddressproblemsarisinginyourportfoliocompanies;or(c)generalmanagementorentrepreneurshipandwanttohaveafoundationalunderstandingofhowtohandleacrisissituationwhenitarisesinyourcompany.
COURSELEARNINGOBJECTIVES
Aftercompletionofthiscourse,youshouldbeableto:
(1) Understandwhyitistypicalforabusinesstodeteriorateinperformanceovertimeandidentifyareasofabusinesswherefuturepotentialproblemscurrentlymayexist;
(2) Explainthestepsinvolvedinacorporaterestructuringprocess,frominitialanalysisofthesituationthroughevaluationofpossiblealternativeplans,includingoutrightsaleorliquidationofthebusiness,withorwithoutusingaformalbankruptcyprocessaspartofthestrategy;
(3) Recognizesymptomsandearlywarningsignalsassociatedwithasubsidiary,division,orcompanythatisonthepathtotrouble;
(4) Diagnosetherootcausesofthetroubleandbeabletoidentifythestepsrequiredintheoverallprocessforcorrectingperformance;
(5) Constructappropriateplansforcorrectiveaction,aswellasevaluateplansproposedbyothers,givenbothinternalandexternalresourceconstraintsandtimechallenges,whichalsotakeintoconsiderationthemultipleconstituentsinterestedinthefutureofthebusiness(e.g.,employees,customers,suppliers,shareholders,lenders,competitors,governments);and
(6) Envisionthemanagementmethods,policies,andpracticesthat,ifimplemented,shouldkeepacompanyoutofcrisissituations.
ASSIGNMENTS
StudyGroup/FinalProjectGroup
Youwillbeaskedtoformgroupsofnolessthanthree(3)andnotmorethanfive(5)students,eachpreferablyfromavarietyofworkexperiencesandbackgrounds,andsubmityourproposedteamcompositiontomebytheendofSession2.Inthecontextofhandlingtroubledcompanysituations,itisextremelyrare,otherthansometimesasaLiquidatingTrusteeattheendofabankruptcyprocess,thatyouwillbecompletelyaloneandindividuallyresponsibleforallofthework.Therefore,inanefforttoreplicatethecollaborativeenvironmentinwhichyouwillengageduringyourbusinesscareer,ifthereareanyindividualswhoarenotingroupsbytheendofSession2,Iwillassistintheteamassemblyprocesstothebestofmyabilities.
![Page 3: B8511-001 – Turnaround Management (Spring 2019)...B8511-001 – Turnaround Management (Spring 2019) (Please note this Syllabus, and the sequencing of materials described and assigned](https://reader033.fdocuments.in/reader033/viewer/2022042923/5f71fbea0be2335c2f188dd4/html5/thumbnails/3.jpg)
(16-Oct-18)
Page3of10
InterimWrittenAssignments
Therewillbeatotaloffour(4)writtenassignments,notincludingtheFinalProject.ThefirstassignmentwillbedueatthebeginningofSession3.ThisfirstassignmentwillbeTypeB(i.e.,youcandiscussandworkontheassignmenttogether,buteveryindividualmustsubmittheirownworkproduct(nosharingofanyportionofthesubmission)).(SeeofficialColumbiaBusinessSchoolchartofassignmenttypesbelow.)
Thenextthree(3)writtenassignmentswilleachbeofTypeA,andarerequiredtobehandedinatthebeginningofeachrelevantsessionasdeliverablesforSessions5,7,and9(or11),respectively.Withrespecttothefourth(4th)writtenassignment,groupswillhaveachoicebetweensubmittingawrittenanalysisofeithertheAlleghenycasedueSession9orthetwo(2)combinedFoamexcasesdueSession11.YouarenotrequiredtosubmitbothAlleghenyandFoamex,however,youmustsubmitwhicheveroneyouchooseonthedayitisdue.
Industriousgroups(orindividuals)arewelcometosubmitadditionalcasewrite-ups,forwhichtheymayreceiveextracreditattheprofessor’ssolediscretion.(Pleaserefertothesectionbelowentitled,“METHODOFEVALUATION”foradditionalinformationregardinggradingmethodology.)
FinalProject
Thefinalgroupprojectwillbeawrittenanalysiswithrecommendationsfora“turnaround”ofapublicly-tradedcompany.StudentswillbeexpectedtoselectacompanyandsubmitaproposaltomebytheendofSession8.Thefinalprojectisnot“justareport.”Totheextentpossible,thegroupwillbeexpectedtorecommendandsupportaturnaroundstrategyforthesubjectcompany.Ifthegroup’sconclusionisthatthecompanyshouldmerge,beacquired,orfileforChapter11,theimplicationsofthisactionformanagers,employees,shareholders,lenders,creditors,customers,etc.,mustbeconsideredanddiscussed,andthiscourseofactionshouldbecarefullysupportedthroughgoodanalysis.Ontheotherhand,recommendationsforrecoveryalsowillneedsolidsupport.
ReportFormats
Allwrittensubmissionsmustbepreparedusing12-pointCalibrifontforallalphaandnumericcharacters.Coversheets,TablesofContents,andExecutiveSummariesarenotcountedinanyspecifiedpagelimit.Students/groupsalsoshouldsubmittheirMSExcelfiles(incaseclarificationisneeded),however,thesubmittedwrittenassignmentsshouldbeself-sufficient.IfyousubmityourMSExcelfiles,whichisrecommended(inordertoclearlysupportyourwork),youmustincludethekeyexcerptsfromsuchanalysesinyourmainwrittendocument.Iwillreadsupplementarymaterialsthatareofferedtoclarifyconfusinganalysesorrecommendations.TheFinalProjectwillhaveanall-inclusivepagelimitof30(PDFpages).Remember,oftentimes“lessismore.”Striveforconcisionandprecisioninyourwrittensubmissions.
InordertoavoidambiguitythatmayleadtounintentionalviolationsoftheHonorCode,thedescriptiontypesforassignmentshavebeenstandardized.Theyarespecifiedinthetablebelow.
![Page 4: B8511-001 – Turnaround Management (Spring 2019)...B8511-001 – Turnaround Management (Spring 2019) (Please note this Syllabus, and the sequencing of materials described and assigned](https://reader033.fdocuments.in/reader033/viewer/2022042923/5f71fbea0be2335c2f188dd4/html5/thumbnails/4.jpg)
(16-Oct-18)
Page4of10
Type DesignationDiscussionofconcepts
Preparationofsubmission Grade
A group/group Permittedwithdesignatedgroup* Bythegroup
Samegradeforeachmemberof
thegroup
B group/individual Permitted
Individually
(Nosharingofanyportionofthesubmission)
Individual
C individual/individual Noneofanykind Individually Individual
D
(Anoptionalcategorytobedefinedindetailbytheindividualfacultymember)
*Thedesignatedgroupcanbeeitheranassignedstudygrouporaself-selectedone.
REQUIREDCOURSEMATERIALS
Acustomizedsetofcasesandotherassignedand/oroptionalreadingswillbemadeavailableonCANVASorvialinksasmayberequiredduetocopyrightrestrictions,whereapplicable.Coursematerialalsowillincludethefollowingtextbook:TakingCharge:ManagementGuidetoTroubledCompaniesandTurnaroundsbyJohnO.Whitney(BeardBooks(January19,1998)ISBN-13:978-1893122031).
CLASSROOMNORMSANDEXPECTATIONS
ClassAttendanceandStructureofClassTime
Attendanceisnecessarytothelearningexperience,andsinceclassparticipationisonecomponentofmyevaluationofyourperformanceinthecourse–anditisimpossibletoparticipateinabsentia–yourattendanceisexpectedandunexcusedabsenceswillaffectyourcoursegradeadversely.Youareresponsibleformaterialdiscussedordistributedinyourabsence.
ExcusedabsencesarethosethatareofficiallysanctionedbyColumbiaBusinessSchool’sacademicregulations.InALLcasesofabsence(whethertheabsencequalifiesas“excused”ornot),professionalconductandcourtesydictatethatyouinformmepriortotheclasssessionyouwillmiss.Pleaserefertothesectionbelowentitled,“METHODOFEVALUATION”foradditionalinformationregardingtheimpactofattendanceonyourgrade.
Classroomtimegenerallywillbedividedamonglectures,casediscussion,andengagementwithinvitedguests,whenapplicable.Typically,newmaterialwillbeintroducedduringthefirsthalfoftheclasssession,withsummary,review,andpreludefornextclassbeingthefocusofthesecondhalf.Namecardsarerequiredforeveryclasssession.Withonlytwelve(12)classmeetings,Ineedeveryopportunitytoconnectnameswithfaces.
![Page 5: B8511-001 – Turnaround Management (Spring 2019)...B8511-001 – Turnaround Management (Spring 2019) (Please note this Syllabus, and the sequencing of materials described and assigned](https://reader033.fdocuments.in/reader033/viewer/2022042923/5f71fbea0be2335c2f188dd4/html5/thumbnails/5.jpg)
(16-Oct-18)
Page5of10
ArrivalsandDeparturesDuringClass
Punctualityisatouchstonefortheintegrityofanindividual.Iwillholdmyselftothesamehighstandard,asIbelievethatbeingearlyactuallyisbeing“ontime.”Havingsaidthis,however,Ialsoacknowledgethat“life”hasanastyhabitofgettinginthewayofschedules–particularlyforthoseofusinthebusinessofdealingwithdistressedcompaniesincrisissituations.
Therefore,ifyouhavetoarrivelatetoclass,pleaseenterquietlywithoutfanfareorparade,inordertoshowyourrespectforyourclassmates(andforme),andsettleintoyourseatcreatingaslittledisruptiontothosearoundyouaspossible.
Ifyouknowinadvancethatyouwillhavetoleaveforanyreasonduringaclasssession,aswithanabsence,pleaseletmeknowpriortoyourearlydeparture.Idon’tneedtoknowwhy(unlessyou’dliketoshare),onlythatyouhavetoleave.Ifyouneedtoleavesuddenlyandunexpectedlyduringclass,whetheryouwillbereturningornot,pleaseshowthesamerespecttoyourclassmatesasyoudepartthatyouwouldasifyouarrivedlate(seeabove).
ConsumablesDuringClass
Classlengthis195minutesonceaweekandwewilltakeatleastone,butnomorethantwo,10to15-minutebreakafterapproximately55minutes,wheneverpossible.WhileIamokaywithbeverages,aslongasyoudon’tspillthemonyourneighbor(ortheirpapers),Imustprohibiteatingmealsorlargesnacksduringclass.Therearetworeasonsforthis.First,crinkly-soundsaredistractingtoyourclassmates(andtome).Second,inthe“real”world,evenwhendealingwithacrisissituation,nosingleindividualeatstheirmealorsnackduringameeting;althoughthereare“workingmeals”duringwhicheveryoneeats,ourclasssessionswillnotbestructuredas“breakfast,lunch,ordinnertheater.”
UseofTechnologyDuringClass
Youmayuselaptopsorotherdevices(e.g.,tablets)totakenotesduringtheclasssession.Ipersonallyprefertotakenotesbytyping,ratherthanwriting,however,itisnotarequirementandyoustillcanuseanoldfashionedpenandpaperandwillnotbejudged(atleastnotbyme).
Thispermission,however,comeswithafewrestrictions.Thesoundmustbeonmute(ifyoudon’tknowhowtoturnthesoundoff,askafriend).DonotwatchYouTubeorsurftheInternetduringclass–notbecauseIcarethatyoudon’twanttopayattention,butbecauseyourlaughterorexcitementwillbedisruptiveanddisrespectfultothosearoundyouwhoaretryingtolearn.
Asforcellphonesorotherhand-helddevices(yes,IknowthereareatleasttwoBlackberryusersoutthere),IwillconductclasslikeIconductmymeetingswithmyprofessionalcolleagues–ifyouarecalleduponandyouarenotpayingattentionbecauseyouaretryingtokeepyourstreakaliveinSnapchat,thiswillhaveanegativeimpactonmyevaluationofyourclassparticipation.Aswithlaptops,thesoundmustbeonmute,however,ifyouhaveitsettovibrate,pleasedon’tleaveitonyourdesk,asthis,too,willbedisruptiveanddisrespectfultothosearoundyou.YouarealladultsandIwillrelyuponyourcommonsense.
![Page 6: B8511-001 – Turnaround Management (Spring 2019)...B8511-001 – Turnaround Management (Spring 2019) (Please note this Syllabus, and the sequencing of materials described and assigned](https://reader033.fdocuments.in/reader033/viewer/2022042923/5f71fbea0be2335c2f188dd4/html5/thumbnails/6.jpg)
(16-Oct-18)
Page6of10
AddressingtheProfessor
Since“GreatandPowerfulOz”alreadyistaken,“Professor”(withorwithout“Squasoni”afterward)willbefine.
TeachingPhilosophyandAccountability
Thisisanapplied,case-basedcoursewithaccompanyingreadingstohelpstructureyourthinking.Discussionquestionsforthecase(ifavailable)usuallywillbegivenpriortoeachsession,tohelpfocusyourattention.Studentsshouldbepreparedtodiscussallcases,whetherornotasubmittedwrite-upisrequired.Additionalreadings(ifany)areintendedtoprovideastartingpointforanalyzingthecase,butextensionoftheideasisencouraged,astheywillbeappliedinanintegrativefashionduringourdiscussions.Giventhenatureofthecourse,wealsowillapplythelessonsfromthecasestounderstandthechallengesandimplicationsofrelevantrecentandon-goingdistressedandcrisisbusinesssituations.
Inthiscourse,asinlife,thebenefityoureceivewillbedirectlycorrelatedwiththeamountofeffortyouputintopreparation.Mypersonalmanagerialphilosophyisto“praiseinpublicandadmonishinprivate,”however,theclassroomsettingdoesnotalwayspermitsuchflexibility,particularlywhenIcallonsomeoneandtheironlyresponseisthattheyareunprepared.Yourobligationinthiscourseistoprepareforclassdiscussionbythoroughlyreadingandanalyzingeachoftheassignedmaterialsbeforeeachclass.Thisisanessentialpartofthecourse.Studentsareresponsibleforbeingpreparedtodiscussanswerstoallstudyquestions(ifany)beforecomingtoclass.Studentsmaybeaskedtopresenttheassignedmaterialsasabasisfordiscussion.Absentwillingvolunteers,pleaseknowthatIwillbecoldcallingduringeachsession,inordertoensureactiveengagementandsharingofideas.
INCLUSION,ACCOMMODATIONS,ANDSUPPORTFORSTUDENTS
AtColumbiaBusinessSchool,webelievethatdiversitystrengthensanycommunityorbusinessmodelandbringsitgreatersuccess.ColumbiaBusinessSchooliscommittedtoprovidingallstudentswiththeequalopportunitytothriveintheclassroombyprovidingalearning,living,andworkingenvironmentfreefromdiscrimination,harassment,andbiasonthebasisofgender,sexualorientation,race,ethnicity,socioeconomicstatus,orability.
StudentsseekingaccommodationintheclassroommayobtaininformationontheservicesofferedbyColumbiaUniversity’sOfficeofDisabilityServicesonlineatwww.health.columbia.edu/docs/services/ods/index.htmlorbycontacting(212)854-2388.
METHODOFEVALUATION
JohnO.Whitneywasthefoundingfatherofthiscourse,originallycalledthe“ManagementofTurnarounds,”hereatColumbiaBusinessSchool.Beforedetailingspecificallocationsandpercentagesofgradeweightingsforthiscourse,Ifirstwouldliketosharesomeofhisviewsongradesandgrading,whichareexcerptedhereinfromtheFall1994SyllabusforthiscoursewhenIwasoneofhisstudents,andwithwhichIheartilyagree(evenmoresonowasaninstructor).
![Page 7: B8511-001 – Turnaround Management (Spring 2019)...B8511-001 – Turnaround Management (Spring 2019) (Please note this Syllabus, and the sequencing of materials described and assigned](https://reader033.fdocuments.in/reader033/viewer/2022042923/5f71fbea0be2335c2f188dd4/html5/thumbnails/7.jpg)
(16-Oct-18)
Page7of10
“Theinstructorbelievesthatgradesarepoorpredictorsoffutureperformance,thatelementsoflotteryexistinallgradingprocesses,andthatstrivingforgradesgetsinthewayoflearning.Buttheinstructorisawarethatheisamemberofalargercommunityinwhichgradesareimportant,andheisalsoawarethathisrefusaltoassigngradeswouldhavebroaderimplicationsthanareassociatedwiththisclass.Therefore,theinstructorcommitsthathewillperformthetaskofgradingcarefullyandthoughtfully.”
***
Coursegradeswillbebaseduponthefollowingpercentageallocations:
ClassParticipation 25%WrittenAssignments 35%FinalProject 40%
AdditionalInformationonClassParticipation
Inthiscourse,classparticipationwillmeanboththecontributionsmadeinthescheduledclassperiods,aswellasincontributionsmadebythestudentswhen(andif)theymeetasgroupswithme.Evaluationsofclassparticipationwillbebasednotonlyonmyviewofyourmasteryoftheconcepts,butalsoonyourabilitytobringnewandcreativeinsightsthatwillraiseourclassdiscussionstoahigherlevel.Itobviouslygoeswithoutsaying(butI’llsayithereanyway)thatattendanceismandatoryinordertoreceivecreditforclassparticipation.
I’mcompelledtoparaphraseJohnO.Whitneyregardinggradingclassparticipation.Irealizethatthereareinherentinequitiesingradingclassparticipation,particularlyinlargeclassthatonlymeetstwelve(12)times.Ifyoubelievethatyouhavenothadtheopportunities,eitherduringclassorinagroupmeetingwithme,todemonstrateyourmasteryofthesubjectmatter,thenyoushouldscheduleanappointmentwithmeforanindividualconsultation.Justsoyouknow,tothebestofmyknowledge,Ipersonallydon’tknowthatanyoneevertookhimuponthisoffer–butheextendedittomyclassbackin1994,andsoIextenditnowtoyou.
COURSEROADMAP/SCHEDULE
Classesare195minutesinlength(inclusiveofourmid-sessionbreaks),andusuallywillbedividedbetweenbrieflectureoverviewandclasscaseanalysisanddiscussion.Guestspeakerswillbeannouncedatleastone(1)weekinadvanceoftheirappearance.Noguaranteeswillbemaderegardinganyparticularguestspeaker,however,becauseofthenatureofdealingwithtroubledcompanies,itisdifficulttoperfectlyplanone’scalendar,evenafterconfirmingthedaybefore.
![Page 8: B8511-001 – Turnaround Management (Spring 2019)...B8511-001 – Turnaround Management (Spring 2019) (Please note this Syllabus, and the sequencing of materials described and assigned](https://reader033.fdocuments.in/reader033/viewer/2022042923/5f71fbea0be2335c2f188dd4/html5/thumbnails/8.jpg)
(16-Oct-18)
Page8of10
Session Date Pre-ClassReadings[R]–Required(O)-Optional
Deliverables[R]–Required(O)-Optional
1 Feb1(Fri.)
TurnaroundManagementEveryDay[R]TakingCharge,Ch.1[R]TakingCharge,Ch.6[R]ATurnaroundStrategyFramework[R]LearningSuccessfromDistress[R]StrategicDecline[R]
None
2 Feb4(Mon.)
CASE:LyricDinnerTheater[R]NoteonFinancialAnalysis[R]NoteonFinancialForecasting[R]WeeklyCash-FlowAnalysis:WhyIsn'tIta"BestPractice"?[R]LeadershipandthePsychologyofTurnarounds[R]
None
3 Feb11(Mon.)
CASE:NadirPublishing[R]CashProjection:ThePastisNotPrologue[R]TakingCharge,Ch.3[R]TakingCharge,Ch.4[R]SuccessfulRestructuringRequiresaHardLookatLegacyCosts[R]
NadirPublishing[R]
4 Feb18(Mon.)
NoteonImplementingStrategy[R]TakingCharge,Ch.5[R]InvestinginDistressedCompanies[R]SecondLienFinancing[R]LenderAcceptanceFuelsExplosioninSecond-LienMarket[R]Debtor-in-PossessionFinancing[R]BankruptcyPractice:SecondLiensandBankruptcy{Part1}[R]{Part2}(O)
None
![Page 9: B8511-001 – Turnaround Management (Spring 2019)...B8511-001 – Turnaround Management (Spring 2019) (Please note this Syllabus, and the sequencing of materials described and assigned](https://reader033.fdocuments.in/reader033/viewer/2022042923/5f71fbea0be2335c2f188dd4/html5/thumbnails/9.jpg)
(16-Oct-18)
Page9of10
Session Date Pre-ClassReadings[R]–Required(O)-Optional
Deliverables[R]–Required(O)-Optional
5 Feb25(Mon.)
CASE:BonneChance(2015)[R]CASE:Master’sNovelty[R]FeedtheWinners…StarvetheLosers[R]OrganizationalDeclineandInnovation[R]ManagingDecliningBusinesses[R]WhenaNewManagerTakesCharge[R]
BonneChance(2015)[R]
6 Mar4(Mon.)
GUESTLECTURERBankruptcyBasics(pp.5–42;pp.71–76)[R]AStrategicPerspectiveonBankruptcy[R]WhatHappensWhenPublicCompaniesGoBankrupt?(FromSEC.govwebsite)[R]
None
7 Mar25(Mon.)
CASE:BonneChance(2016)[R]CASE:ClevelandTwistDrill(A)&(B)[R]TakingCharge,Ch.9[R]TakingCharge,Ch.10[R]NoteRegardingPreparationofCase:AlleghenyInternational[R]PreparationoftheLiquidationAnalysis[R]
BonneChance(2016)[R]
8 Apr1(Mon.)
GUESTLECTURERCaseassignment(s)TBDbyGuest(AvailableonCANVASoneweekpriortoclasssession)TrustFactor,Ch.2[R]TrustFactor,Ch.3[R]TrustFactor,Ch.5[R]
NoneGroupProposalDueforFinalProject
![Page 10: B8511-001 – Turnaround Management (Spring 2019)...B8511-001 – Turnaround Management (Spring 2019) (Please note this Syllabus, and the sequencing of materials described and assigned](https://reader033.fdocuments.in/reader033/viewer/2022042923/5f71fbea0be2335c2f188dd4/html5/thumbnails/10.jpg)
(16-Oct-18)
Page10of10
Session Date Pre-ClassReadings[R]–Required(O)-Optional
Deliverables[R]–Required(O)-Optional
9 Apr8(Mon.)
CASE:AlleghenyInternational[R]CASE:ThomasCookontheBrink[R]TakingCharge,Ch.2[R]TakingCharge,Ch.8[R]LearningtoLetGo:MakingBetterExitDecisions[R]
AlleghenyInternational[R]–STUDENTCHOICE(THISORFOAMEX)
10 Apr15(Mon.)
CASE:PRG-SchultzInternational(A)[R]CASE:SharpElectronicsin2013[R]TrustFactor,Ch.8[R]TrustFactor,Ch.9[R]AreCROsMorePowerfulThanTurnaroundConsultants?[R]PygmalioninManagement[R]
None
11 Apr22(Mon.)
CASE:FoamexInternationalInc.(Operational)[R]ANDCASE:FoamexInternationalInc.(Capital)[R]CASE:SoloCupin2007[R]TrustFactor,Ch.6[R]TrustFactor,Ch.7[R]TrustFactor,AppendixC(O)StrategiesforDecliningIndustries[R]InnovatingaTurnaroundatLEGO[R]
FoamexInternationalInc.(Operational)AND(Capital)[MUSTBEREADTOGETHER–ONESINGLEWRITE-UP][R]–STUDENTCHOICE(THISCOMBINATIONORALLEGHENY)
12 Apr29(Mon.)
CASE:GTAdvancedTechnologies[R]TakingCharge,Ch.12[R]TrustFactor,Ch.10[R]TrustFactor,Ch.11[R]StrategicSelection[R]
None