What you have to do is to work out a basic approach that clearly expresses the basic principles of organization, job structure, and staffing you believe to be right for the company. 1With iese principles, no compromising can he allowedyou have to he ruiless in sticking to them if necessary. Find you have to do enough actual reorganization, actual abolishing of jobs, actual straightening out of salaries, actual building of new functions and new organs, to malre it clear to everyone in the company what you are after and that you mean business. First, you have to work out the approach. Then you have to decide what action measures you are going to take right away and sadly. After you have done this, you must discuss the plan with your board and with your top officers. And then you canand probably shouldalso bring in outside help. But until you have done this thinking job, you can only do harm by tall-ring about it or by bringing in experts. Find this thinking job only you can do. Give yourself three months to tbinlr through your app roach and decide on basic principlesand forget until then all considerations of tradition, practicality, people, tactics, and so forth. I'll be very happy to sit down with you again after you have decided on the principles of your approach and plan; until then, even I could not help you very much