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  • Amazon The Antitrust Case

    Amazon The Antitrust Case

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  • Turnaround at International Paper

    Turnaround at International Paper

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    I was one of three staff members (the second most junior) in the company’s human resource department when we were called upon to come up with an immediate turnaround plan in response to the sudden departure of its CEO. The situation had been deteriorating steadily for over a year, and the Board had called for action at our highest levels. The CEO’s abrupt announcement of his decision was widely interpreted as an indictment of the management system as a whole, which he blamed on the inexperience of his new senior management team.

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    At International Paper, the company recently announced it would be implementing a turnaround strategy to save $1 billion a year in 2007. The company also stated the cost of the turnaround would be $300 million, with the remainder allocated as contingency in the event of a poor turnaround outcome. In this article, I will examine the factors that led to the company’s fiscal year 2007 performance, the turnaround strategy, and its impact on the company. The fiscal year 2007 performance of the

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    In the year 2013, International Paper (IP) was facing a financial crisis. The market was down, and the company’s stock was worth less than half of what it was worth in the year 2008, a period when the company was on the brink of bankruptcy. The board of directors had to take a bold move to turnaround the company. This is a case study analysis of “Turnaround at International Paper” and how I assisted the company to come back to life after a financial crisis. anonymous

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    International Paper Company (IP) is a multinational paper and packaging company with headquarters in Portland, Maine. With a revenue of $29 billion in 2018, IP is one of the largest paper and pulp producers globally. Despite the challenges faced during the global downturn of 2008-2014, the company’s ability to adapt quickly and rebuild its business led to its successful turnaround. This essay will examine the key factors that contributed to IP’s turnaround and highlight the

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    My company’s operations suffered significant decline last year, which led to a massive restructuring and turnaround plan. The restructuring plan focused on cost reduction, productivity improvements, and business process redesign. A significant part of the restructuring was to reorganize the company’s paper and packaging divisions. Visit This Link We reduced the paper plant’s capacity, increased the production of the packaging division, and relocated the packaging plant to a smaller site that could handle the increased demand. We also restructured our logistics operation to improve supply chain management

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    The last few months have been the most challenging period in the history of International Paper (IPL). We faced the most challenging macroeconomic scenario with a rising trade deficit, global financial crisis, oil price drop, low demand, and rising raw material prices. The company went into a severe deficit in the fourth quarter of 2008 and reported loss of $650 million. The financial crisis also led to a reduction in market share by 1.7%. The company’s financial status was a disaster, and

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    In a decade, International Paper (IP) has transformed from an industrial paper business that employed 7,000 employees, produced 160M tons of paper, sold 43M cases of paper and sold 21M cases of packaging in North America, South America, Europe and Asia to a company that employs around 25,000 worldwide and produces 250M tons of paper, sold 135M cases of paper and sold 55M cases of packaging in North America, South America

  • AirAsia X Financial Distress and Debt Restructuring Negotiations

    AirAsia X Financial Distress and Debt Restructuring Negotiations

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    The current crisis of AirAsia X Financial Distress and Debt Restructuring Negotiations has been going on for the past two years, but the ongoing negotiations are becoming increasingly complex due to the following issues: 1. Competition with rival airlines: AirAsia X has been operating alongside low-cost carriers and Southeast Asian budget carriers such as Go-Air and Air Asia Indonesia. These airlines have been enjoying market share in the region, with a combined market share of 19% in Sout

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    The airlines business model in the last 25 years is known to be a mixed one, as its core strategy is on low-cost fares and airline sharing with the ground transport business. AirAsia X (formerly called AirAsia Group Berhad) is one of the world’s largest budget airlines with a current fleet of 88 airplanes and 21,221 employees. The financial situation of the airline is now a challenge for the Group. The airline’s operational cash flow has decreased to

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    I worked for AirAsia X in 2014 as their CFO when they faced immense financial distress. AirAsia X was a regional low-cost airline founded in 2003 by Dato’ Tony Fernandes. He became the largest shareholder, with a 76% stake in the company. It operates in Southeast Asia, including Malaysia, Thailand, Indonesia, and Singapore. As the world’s fifth-largest low-cost carrier by revenue, AirAsia X was known for

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    In April 2015, AirAsia X Bhd (AirAsia X), a subsidiary of Malaysia’s AirAsia Group Berhad (AirAsia), began negotiations for debt restructuring, with the debt load rising to around RM2 billion. After months of negotiations, the airline’s two main lenders—the Malaysian government’s sovereign wealth fund, and a consortium led by Malaysia’s largest bank, RHB Capital Bhd—signed on to the rest

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  • Transforming Talent at Teach For Taiwan

    Transforming Talent at Teach For Taiwan

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    Transforming Talent at Teach For Taiwan is the most recent initiative of Teach For Taiwan. It is a three-year pilot project aimed at enhancing high school student’s talent development through the teacher’s coaching. Since its inception, we have trained almost 3,000 high school students from 220 schools in Taipei, Tainan, Hualien and Kaohsiung. Transforming Talent at Teach For Taiwan is an effective tool to nurture and improve teachers’ skills. index During

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    The need for a more diverse pool of teachers is as significant as that of the need for diverse students. Between 2016 and 2019, Teach For Taiwan recruited a total of 240 full-time and 184 part-time teacher fellows to support and educate at-risk high school students in Taipei and Tainan. In 2018, we were able to achieve 100% retention for our graduating students, a success rate that has

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    At Teach For Taiwan, a school-based, full-time volunteer program that works to improve learning outcomes for at-risk students, I played a vital role in the transformation of the talent management system. As a lead coordinator, I led the hiring, onboarding, and career development of staff, ensuring they were equipped with the skills necessary to deliver effective teaching and learning programs. I started by conducting an extensive talent mapping exercise, identifying the needs and strengths of existing staff members. I then conducted intensive one-on-

  • Motus Holdings Ethical Decisions

    Motus Holdings Ethical Decisions

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    1. Ethical Analysis: Motus Holdings operates in industries and sectors that can be considered as highly ethical. The company conducts its business activities in accordance with its values, culture, and mission statement. This means that it strives to conduct its business activities in an ethical manner, and the company is committed to creating long-term value for its stakeholders (shareholders, employees, customers, and the environment). The company has an excellent reputation for its high standards of conduct, and its employees are committed to uphold

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    Motus Holdings is a leading manufacturer of various automobile parts for a variety of top auto brands in the world. In recent years, the company has been experiencing significant changes in its operations, particularly in the light of rapid technological developments, increased competition, and changing customer preferences. To remain competitive, Motus Holdings has been focusing on implementing new technologies, improving operational efficiencies, and providing excellent customer service. click for info However, the company is not immune to the impacts of human errors and risks.

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  • Netflix The Disruptor Faces Disruption

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  • Culture Transformation at Microsoft From Know it All to Learn it All

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  • Overview of Corporate Venture Capital

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