What It Really Takes to Revive a Company That's Lost Its Edge

Why It Matters

For executives tasked with turning around a stalled business, this approach shortens the window for recovery and increases the odds of regaining competitive edge by aligning people, priorities and execution quickly. The combination of urgency, clarity and immediate action determines whether a transformation will take hold or stall.

Summary

Reviving a once-innovative company requires a clear, distinct vision for the future and the ability to rapidly communicate that vision to overcome organizational inertia. Leaders must convey a palpable sense of urgency so employees feel the need to change, while pairing the vision with a detailed, step‑by‑step plan and the right leadership team. Rapid conviction and early action—illustrated by an aggressive 100‑day plan—help move an organization from strategy to execution. Success depends on balancing bold vision with disciplined, fast implementation.

Original Description

At our latest HBR Executive Live, Lyft CEO David Risher told HBR Editor at Large Adi Ignatius his formula for turning a company around comes down to four things: a clear vision, a sense of urgency, a step-by-step plan, and the right people to execute it.

When Risher joined Lyft as CEO in 2023, he came in with a 100-day roadmap. His advice: don't treat vision and execution as sequential. Run them together.

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