Roland Dietz, Chairman Focused Growth Partners

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     Roland Dietz 
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    Mark clearly needs to assume the role of operations manager, next to his role as CFO, to complement the strengths of Jerry. He should first establish a clear definition of the problem with Jerry and the rest of the C-team, without blaming any one. The idea of shifting the industry via innovation and sustainability is good and needs to be preserved, but at the same time Mark needs to ensure the company survives. Key is to have a deep customer orientation and truly find out what problems can be solved using the innovations already built. Mark should also enable front line employees to have significant input into a turnaround process. Yet he should remove the self-governance completely, making the firm tightly directed until they are out of the danger zone. Then he could phase in some of the ideas gradually, depending on people’s abilities and their development potential. 

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