Page 3 - Demo

division leaders, Justin had the strongest results. Although revenues in his unit had declined by 9% over the past three years, it was still the most profitable one in the company, making a 10% net profit when revenues overall had declined by 15% and the company was showing a net loss of 5%. Shannon had toured some of the open-air malls that Justin had aggressively marketed as providing safer, more enjoyable shopping. His operational knowledge was sound, his client relationships were deep, his team%u2019s loyalty was unshakable, and he was friendly with several board members.Shannon%u2019s finger hovered over her phone as she contemplated sacking Justin for his latest act of insubordination. It would send a clear signal to the organization that she was in charge and moving full steam ahead with the new strategy. But that risked alienating key directors and destabilizing her strongest division.She had long subscribed to Jim Collins%u2019s philosophy that getting the right people on the bus was essential to any leader%u2019s turnaround efforts.1 In addition to Justin, more than two-thirds of her top team members probably didn%u2019t deserve seats at Highstreet. But how many of them should she change out? And what pace was prudent?Fix It, Don%u2019t Break ItFounded in London after World War II, Highstreet had ridden the wave of Europe%u2019s reconstruction to become one of the region%u2019s dominant retail real-estate players, growing through strategic mergers and acquisitions that broadened its service offerings and geographic reach. The company%u2019s culture rewarded deep