Bottom-Up-Restructuring®

Only the challenging years make us
worthy of the successful ones.

ERCOLE D‘ESTE ​

Self-help

Basic principles:

Companies restructure themselves independently according to tried-and-tested instructions, without high costs for external consultants.

Knowledge transfer: Focus on the knowledge of employees, combined with targeted coaching (brainwork / legwork).

Cost savings: reduction in consulting costs by approx. 30%, while at the same time increasing the quality of the measures.

Methodology:

Consolidate: Analysis of the current state and identification of operational peculiarities.

Focus: Development of valid key figures and implementable measures.

Expand: Sustainable improvement in competitiveness and targeted growth after restructuring.

Conclusion:
Bottom-Up Restructuring® enables companies to emerge from crises independently, sustainably and cost-efficiently and to remain successful in the long term.

Turnaround

Process: Establishment of an administrative advisory board

Initiation of the administrative advisory board:

The company is establishing an administrative advisory board with an experienced SDC Executive (Specialist in Strategic, Dynamic, and Corporate Restructuring) as chairman.

The chairman acts as the central actor and takes over the control and coordination of the turnaround process.

Appointment of additional members:

According to a tried and tested principle, the chairman appoints additional members to the administrative advisory board.

The composition is strategic to ensure the broadest possible expertise (external experts from finance, law, change management as well as internal employees).

Inclusion of the workforce promotes transparency and acceptance of the measures.

Determination of tasks and responsibilities:

The administrative advisory board defines clear roles and responsibilities based on the turnaround goals.

Regular communication and reporting ensure transparency.

Tasks of an administrative advisory board during a turnaround:

Advisory function:

Support the SDC Executive through expertise, strategic guidance and independent perspectives.

Sparring partner for operational and strategic decisions.

Testing and monitoring:

Regular progress monitoring of turnaround measures.

Ensuring implementation of planned savings, revenue increases and organizational changes.

Representation of stakeholder interests:

Link between shareholders, investors, employees and stakeholders.

Taking all interests into account during the turnaround.

Strategic decisions:

Analysis and evaluation of location closures, investments, outsourcing or market exits.

Recommendations for the final decision by management.

Risk management:

Identification of potential risks and suggestion of countermeasures.

Monitoring compliance requirements.

Support with communication:

Support for internal and external communication.

Ensuring active support from managers and employees.

Monitoring:

Control of financial and operational results.

Initiation of corrective measures in the event of deviations.

Goal:
The establishment of an administrative advisory board with an SDC executive as chairman creates the basis for a successful turnaround. Transparency and exchange between internal and external actors promote the stabilization and realignment of the company.

Chance

Basic principles:

Crisis prevention: Early identification and elimination of weak points in order to avoid “hard” restructuring.

Advisory & Interim:

Integrated approach: Consultants not only support the analysis, but also the implementation to ensure consistent and realistic solutions.

Avoiding duplication of work through clear responsibility and transparent results.

Advantages:

Security for owners, banks and stakeholders.

Sustainability

Advantages:

Sustainability and transparency through a deep understanding of your own structures and processes.

Avoiding job cuts and long-term profitability.

Protection against bad investments in immature digitalization models.

Digitalization:

Digitalization measures should be based on solid, analogue foundations in order to avoid incorrect models.

A management cockpit with reliable key figures is essential before digital solutions are implemented.

Your Stephan Cohnen

⁠- ⁠Managing Partner SDC –
Germany – Austria – Switzerland

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