Thesis work paper The Danger of Backsliding

The final danger of any turnaround is the danger of backsliding. This is particularly important for software turnarounds, because the chances for a normal company recovering after backsliding is only 5%.
Considering that Blumling (Blumling et al., 2002) states that software turnaround success rates are only 12%, indicates that that chances of a software firm recovering from a backslide are likely to be only 1% or 2% at most.
To prevent this, Sutton (Sutton, 2002) recommends setting even tighter defined goals and accountabilities. Furthermore he suggests hanging up the project development plans in the front office for all customers and staff to see. These should be updated daily in order to clearly identify where any delays are, and forces an attitude of total transparency and continuous improvement (Walton, 1996). Staff feel motivated to help overcome any delays, because any delays detract from the company’s image.
In addition, the danger of the delay project to the firm’s turnaround is apparent to everyone. Similarly Davidson (Davidson, 2001) states that by displaying progress and delays in front of everyone, problems will be solved early enough, before developmental projects have gone too far. Sutton (Sutton, 2002) recommends having staff display their work in meetings each week. This allows for staff to better gauge which work may need more resources, allows for easier enforcement and encourages staff to ask for help earlier (rather than trying to solve complex problems by themselves).
Sutton (Sutton, 2002) also states that it allows staff to take pride in their work, develops demonstration and public speaking skills and moves the marketing and sales function down to the front lines “where it should be”.
Finally Sutton (Sutton, 2002) maintains that the question and answer sessions prevent backsliding by forcing workers to think in terms of the “bottom line” and how their work will add value to the customer.
The result is not only an open environment that speeds up the firm’s development projects but ensures that staff “keep an eye” on the corporate recovery as well, because all projects map back to the turnaround plan.