DURING my 23 years with Shell, I was once posted in 2003 as chief executive officer to Shell Middle Distillates Synthesis (M) Sdn Bhd (SMDS) in Bintulu, a company that had been in the red for about 10 years.
Radical changes were necessary to turnaround and we had to get everyone – from managers to security guards – on board and raring to go. To do this, I triggered the “virtuous cycle” to break the “vicious cycle” that had created a defeatist mindset.
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