Organizational restructuring and elimination of given special rights
Task force on project level, coaching on top level, change management
Partially exchange of top management, implementation of clear communication rules
Reintegration into the holding company including building up a fitting matrix organization
In-depth discussion with holding company / supervisory board about sustainability, budget allocation
This first phase in our [5|by5 Turnaround] starts with an initial modular health-check to prepare a controversial workshop where "believe" will be challenged with "reality" to wake up management and/or (project-) organization. Transparency and acceptance are key goals.
The core of this phase is a [5|D Audit] where a deep-diving analysis of potentials in 5 dimensions will be prepared, on all company levels discussed and this continuation prognosis used for a final management decisions (Go-On decision).
Now follows an important time as [5|S Emergency Kits] will be used to assure liquidity, negotiations with debtors or sponsors start. Short-term measures will be implemented and organization and processes streamlined.
The Turnaround Team will create a sustaining [5|F Strategy], accompanied with business case, governance and reporting structure which fulfill the requirements of sponsors. If needed, legal requirements needs to be fulfilled.
This phase has two parts, the Kickoff and operationalization of the new direction but also embedding sustainable processes with clear KPI's and risk management. A phase-out of the Turnaround Team will close a successfull assignment.
Take the first step!
Get in contact to discuss your requirements.
Interim or consulting mode?
CRO assignment, acting as interim head of department or as project manager?
Those question can only be clarified in a face to face discussion.
Take your first step!
Our core mission is to help struggling companies or defaulting projects to shift from "red" to "green". Please ask for more detailed testimonials.
…"A focused, strategic forward-thinking advisor! So I learned [name] (in his assignment as crisis manager) in my role as EVP of SSI IT-Solutions to know. He –very fast– identified the core issues in our organization, made the board and middle management aware, defined cross-company initiatives, initiated organizational restructuring… or defined a short-term strategy. …If needed, he defended his position, precise illustrating the root cause and chained effects to the organization."
Dieter Zeiml - EVP
…"Without doubts, [name] is an expert in his field. During a difficult time of change, he was commissioned by the former CEO to support the board (as temporary board member) to stabilize the organization and processes. After a short evaluation period, he already started with short-term measures... Next to that he pursued cross-department initiatives on EVP and VP level across organizational units to overcome silo thinking. .... His open-minded leadership, combined with effective but intermediary communication was key to his success."