Jala出任CEO时,马来西亚航空公司现金仅够支撑三个多月。Jala将重心全部放在损益表上,并据此制定了公司危机扭转计划。Jala说:“我们设立了一个小组来考查吉隆坡与曼彻斯特之间的航线。最终,该小组无法解决该航线的问题。乘客数量必须超出现有运载能力的40%才能获得利润。我们该怎么办?难道将乘客绑在机翼上?经过全面分析后,该小组的每个人都意识到,这条航线已经无药可救。这些员工也都清楚,他们将失去那份工作。”在员工及其他利益相关方的全力支持下,该公司依然拯救了足够的航线,也实施了足够的变革措施,最终让自己绝处逢生。在困境下,即使是壮士断臂,大多数企业也发现很难实现自身的转型。有哪些经过验证的策略能够帮助企业显著地提高成功转型几率呢? When Jala was CEO, Malaysia Airlines only supported more than three months in cash. Jala will focus entirely on the income statement, and accordingly developed a corporate crisis to reverse the plan. Jala said: “We set up a small group to examine the route between Kuala Lumpur and Manchester, and eventually the group could not solve the problem of the route. The number of passengers must exceed 40% of the existing carrying capacity in order to make a profit. ? Passenger tied to the wing? After a comprehensive analysis, everyone in the team realized that this route has become helpless and these employees are also clear that they will lose the job. ”In the staff With the full support of other stakeholders, the company still saved enough routes and implemented enough reform measures to end its own life. In times of difficulty, even when the warriors broke their arm, most businesses also found it difficult to transform themselves. What proven strategies can help businesses significantly improve the chances of a successful transition?