A private-sector,profit-seeking firm may not necessarily be considered a failure if it ended up in liquidation and was closed down with its assets sold off piecemeal.
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Q15: Symptoms of failure are limited to the
Q16: Poor strategic leadership in terms of building
Q17: Neglecting the core business when undergoing rapid
Q18: Sustained survival implies that a turnaround is
Q19: Financial success is the only determinant of
Q21: Changing prices as part of a turnaround
Q22: Sustained recovery is likely to involve a
Q23: Organizations fail usually for more than one
Q24: Turnaround strategies are likely to address those
Q25: An organization dominated by accountants or engineers
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