罗兰贝格－企业战略规划报告

ZRH95802008-01-2309.ppt1FourcentralproblemscausecompaniestodriftintoastrategiccrisisTypicalcausesofstrategiccrisisTechnologyandothercycles•Technologyleaps•Newproductprocesses,newcorecompetencies•ShiftsindemandInvestments,M&Aanddiversification•Investmentdecisionswithoutfeasibilitychecks•Poorpost-mergerintegrationRapidgrowth•Dependencyonproductlifecyclesandtimetomarket(e.g.pharmaceuticals,biotech,Internetstartups)•Inflexiblemanagementandorganizationalstructures•Growthasamarketentry/expansionstrategy(computers,media)Value-chainconfiguration•Missingoutonindustrytrends•InflexiblevaluecreationprocessesSource:RolandBergerStrategyConsultantsZRH95802008-01-2309.ppt2AwholerangeofothercircumstancesescalatethestrategiccrisisintoanearningscrisisFromstrategiccrisistoearningscrisisInefficientorganizationTechnologyandothercyclesDemotivatedstaffInsufficientcorporategovernanceInefficientmanagementstructuresPoorlyqualifiedmanagementLackoftransparencyInvestments,M&AanddiversificationRapidgrowthValue-chainconfigurationSource:RolandBergerStrategyConsultantsZRH95802008-01-2309.ppt3Masteringacrisisisoneofthemostdifficultanddemandingmanagementtasks•Problemsaresodifferentandsituationssocomplex,therecanbenouniversalremediesforcorporatecrisis•Knowingthestrategicandoperativecausesiskeytosuccessandthebasisforeffectivecounter-action•Majordecisionsmustbemadeunderextremetimepressure•Acorporatecrisisisalwaysacrisisoftrust.Therefore,managementmustshowtheutmostpersonalcommitment,integrity,stringencyandimpeccablebehavior•Managementmustbeself-criticalandopen-minded:inthefinalanalysis,mostcorporatecrisesarecausedbymanagementmistakesSource:RolandBergerStrategyConsultantsZRH95802008-01-2309.ppt4DealingwithacrisisrequiresfundamentalrealignmentandculturalrevolutionFundamentalcorporaterealignment•Adjustingstrategies(usuallytheproduct/marketorientation)•Changingorganizationalstructures•IntroducingadequatemonitoringandcommunicationsystemsCulturalrevolutionmeans•Showingnewvisions•Destroyingoldtraditions:intimesofcrisis,establishedvalueslosetheirimportanceasameasureofcorporateactions•Stringentleadership,highlightingnewopportunities•Containingfrustrationbymotivatingkeyperformers•TurningvictimsintoactiveplayersSource:RolandBergerStrategyConsultantsZRH95802008-01-2309.ppt5DetailedconceptIII.1SituationalauditI.DraftconceptII.Inreallife,theconceptmustbeputinplacequickly;immediateactionsareimplementedduringthistimeProjectapproachPhaseI:Compilingconcept•Aclearpictureoftheactualsituation•Presentandfuturecompetitiveposition•Industrydevelopmentandmarketpotential•Loss-makersandcash-burners•Productandmarketorientation•Valuecreationstructure•Resourcedimensions•Organizationalstructure•Businessplan•Detailingtheroughconcept•Bottom-upplanningofmeasures•ProcessreengineeringPhaseII:DetailingandimplementingactionsActionmanagement/implementationIII.2•Immediateactionto–Cutcosts/improveearnings–Improveliquidity–Changemanagementforspecialtopics–Taskforces–Ensuringimplementation–ImplementationcontrolSource:RolandBergerStrategyConsultantsZRH95802008-01-2309.ppt6Thecriticalsuccessfactorsinrestructuring1.Aconvincingconceptforrealignment•Basisforstakeholdersupport•Promisingfuturestrategybuildingnotonlyoncuttingcosts•Fundamentaltransformationofstructuresandsystems•Quantifiedinabusinessplan2.Strictprojectandactionmanagement•Cleardefinitionofresponsibilitiesanddeadlines(measurability)•Establishmentofacoreteam•Realizationoftargetsacrosstheentirelineorganization•Consistentimplementationandpermanentmonitoringofsuccess3.Opencommunicationwithallpartiesinvolved•Staffinvolvement–turningvictimsintoactiveplayers•Motivationratherthanfrustration•Generatepressuretoactandthewilltochange