Active Turnaround and Restructuring Dichotomy under a Disruptive Eve

Since the 1980s, humankind stepped into a disruptive era called “Disruptive Eve”, triggered by “Disruptive Innovation”, a concept consecrated by Clayton Christensen. This period has been marked by several disruptive factors such as specific technological advancements, economic trends, social changes, pandemics, and geopolitical events, making it stand out through its ever-increasing complexity and exponential developments. This volatile environment forces companies to face huge challenges. By far, the greatest challenges to deal with are business continuity, growth, and resilience capacity. To successfully provide these conditions, the company should embrace a new approach that this article is introducing, the new concept of Active Turnaround. Without this approach, it is difficult, if not impossible, to cope with all these intricacies, given such a complex and disruptive world. Active Turnaround is a key condition in providing “Preventive Leadership” and consecrating a new concept and practice, called “4As Leadership”, which is based on four imperative traits and capacities: Alertness, Agility, Anticipation, and Adaptability. Therefore, this article brings into debate several key concepts and processes that define and characterize Active Turnaround. The author presents the difference between turnaround and restructuring, details Active Turnaround as a vital condition of business continuity, growth, and resilience, and analyzes the diagnosis process as the active turnaround’s bedrock.