In a turnaround, you face a combination of time pressure and the need to rapidly identify and secure the defensible core of the business. Often, techniques such as bringing in new people from the outside and setting up project teams to pursue specific performance-improvement initiatives are a good fit. Contrast this with realignments, where you are well advised to start with less obvious approaches to behavior change. By changing performance measures and starting benchmarking, for example, you set the stage for collectively creating a vision for realigning the business.
