With a 90% startup failure rate and many Fortune 1000 companies unknowingly being on
the brink of irrelevance, obscurity, and decline, “Rebooters” are needed now more than ever. In short—leaders need to think about Ubering themselves before they get Kodaked!

I have interviewed to hundreds of CEO’s over the years, many sharing their stories on how they rebooted themselves and their organization to adapt to and thrive in the future. Strategically, Rebooting your organization focuses in on three key area of transformation: People, Platform, and Passion. Operationally it requires infusing organizations—especially large ones—with the speed, thrill and attitude of a hectic entrepreneurial startup, combined with the urgency, focus and results of a disciplined turnaround.

As an operation partner, board member and serial CEO, I have led my share of reboots (and turnarounds), and often look to organizations like the TMA (Turnaround Management Association) for support. With 10,000 members and 58 chapters globally, the TMA is a helpful resource for struggling companies when they need it most—from industry titans to scaleups.

When CEO’s ask me, about the difference between a Reboot and a Turnaround, I advise them that: you reboot an organization before you need it, before it’s too late, before the ‘turnaround guy’ shows up. To unpack this and more, we invited CEO Scott Stuart for this episode of The Reboot Chronicles. With 30 years of restructuring experience, Scott has some pointed stories and tips, from his front row seat watching companies fall and helping them climb back out of the muck.

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