Stauen Whitepaper: Predictive Restructuring 2019
Restructuring and turnaround projects have always been implemented only once a company has started to see negative earnings, or even experience a real fundamental financial crisis. In an increasingly dynamic world, however, this view is overly short-sighted. Volatile markets, aggressive competitors and investors, flexible working and digital change mean that changes are taking place with increasing rapidity. As a result, even established companies that are (still) seeing good earnings now face the challenge of securing their existing success at the same time as they are managing the transition to new business models and structures.
Restructuring and turnaround projects have always been implemented only once a company has started to see negative earnings, or even experience a real fundamental financial crisis. In an increasingly dynamic world, however, this view is overly short-sighted. Volatile markets, aggressive competitors and investors, flexible working and digital change mean that changes are taking place with increasing rapidity. As a result, even established companies that are (still) seeing good earnings now face the challenge of securing their existing success at the same time as they are managing the transition to new business models and structures.
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1. WANDEL<br />
ODER KRISE?<br />
War da was? Die Bankenkrise von 2008 / 09 wirkt aus heutiger Sicht<br />
harmlos. Mehr noch: Danach ging es für die deutsche Wirtschaft<br />
nur bergauf. Doch gegen Ende dieser Boomphase mehrten sich<br />
bereits die Krisensymptome. Die Megatrends Digitalisierung, E-Mobility<br />
und Nachhaltigkeit sind in vielen Marktsegmenten Anzeichen<br />
eines bevorstehenden Umbruchs – ein Risiko-Cocktail entsteht.<br />
SPANNUNGSFELD UNTERNEHMENSPHASEN<br />
Umsatz,<br />
Cashflow<br />
Megatrends<br />
(Digitalisierung,<br />
e-Mobility, ...)<br />
„Umbrüche und<br />
Wandel erfolgreich<br />
managen“<br />
„Corona<br />
Katalysator“<br />
Reife<br />
Abschwung<br />
Turnaround<br />
„Aus der Krise<br />
gestärkt hervorgehen“<br />
Existenzkrise<br />
Wachstum<br />
„Wachstum<br />
nachhaltig<br />
gestalten“<br />
Insolvenz<br />
Early Stage<br />
Zeit<br />
Shareholder Strategie Profitabilität Liquidität<br />
<strong>Whitepaper</strong>: <strong>Predictive</strong> <strong>Restructuring</strong><br />
5
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