When protesters targeted the Gap, accus­ing the company of ignoring child labor practices in Cambodia, the company realized it needed a new way to interact with critics. Here are five ways the Gap turned around its tarnished reputation by engaging stakeholders:

Nokia went from being the undisputed king of cell phones to a company doing nearly everything wrong. Nearly a year ago, CEO Stephen Elop came on board to turn around the company. His strategy:

In 1997 Daimler Benz AG executives were toasting the successful introduction of a new class of car geared toward younger drivers, especially women and young families. Then they received an urgent phone call. The car had failed the “Moose Test.” Mercedes’ mistake?

For more than 150 years, Bausch & Lomb led eye health innovation. But in recent years, the company began to stagnate. To shake things up, Bausch & Lomb hired Brent Saunders as CEO. Beginning with his first day, Saunders recognized that actions speak volumes. Here’s how he walks the talk:

Jack is the kind of talent you want to promote. So you create a new management layer and make him a boss. You’re not really promoting him, but the org chart shows you are. And so it goes, until you have more and more layers, and a smaller span of control for each manager. Here’s what’s wrong with excess ­layers:

Turnaround specialist Thierry Breton had just taken over as CEO of Thomson Multimedia, a French government-owned home electronics company on the verge of collapse. So, what was the first thing he did? Breton spent several days working undercover at Darty, a Paris-based electronics outlet where he learned firsthand what customers thought of Thomson’s TVs and VCRs.