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At first glance, Greater Boston Rehabilitation Services appeared to be in excellent financial shape in the spring of 1991, when Terry Ann Lunt was named its new executive director. A mix of government grants and work contracts with local businesses seemed to protect this 20-year-old organization, based in the hope that work could be a form of therapy for the mildly mentally ill, from the vagaries of public budget changes. Soon after her arrival, however, Lunt found that, unknown to the board that had hired her, three of the group''s four sources of income were in jeopardy, that accounting records were, at best, haphazard, and employees were deeply confused as to the mission of the organization. This case describes the turnaround challenge faced by Lunt and the strategies she considered and adopted.