staufen magazine 2019 | No.2
A journal for change from STAUFEN.AG INSIDE EVERY COMPANY THERE IS AN EVEN BETTER ONE. Facing the current megatrend of individualization, factors which connect us with each other are receding into the background more and more in our fragmented society. Corporate management and leadership can and must be innovative and successful, even in such a fragmented world. And you can see confirmation of this in the real-life examples and interviews with experts presented in this issue. No matter whether the business in question is a startup or a global market leader, it is the team and not the individual person that determines a company’s success and adaptability. A venue for exchanging ideas and coming together is the new staufen magazine. We hope you enjoy reading our articles, and we hope it provokes many thoughtful and inspiring conversations with colleagues and employees.
A journal for change from STAUFEN.AG
INSIDE EVERY COMPANY THERE IS AN EVEN BETTER ONE.
Facing the current megatrend of individualization, factors which connect us with each other are receding into the background more and more in our fragmented society.
Corporate management and leadership can and must be innovative and successful, even in such a fragmented world. And you can see confirmation of this in the real-life examples and interviews with experts presented in this issue. No matter whether the business in question is a startup or a global market leader, it is the team and not the individual person that determines a company’s success and adaptability.
A venue for exchanging ideas and coming together is the new staufen magazine. We hope you enjoy reading our articles, and we hope it provokes many thoughtful and inspiring conversations with colleagues and employees.
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Experts at work<br />
PREDICTIVE<br />
RESTRUCTURING<br />
RESTRUKTURIERUNG<br />
VOR DEM ERNSTFALL<br />
IST DIE NEUE NORMALITÄT<br />
PREDICTIVE RESTRUCTURING – RESTRUCTURING PRIOR TO<br />
AN EMERGENCY IS THE NEW NORMAL<br />
Restrukturierungs- und Turnaround-Projekte waren bisher immer<br />
erst dann gefragt, wenn ein Unternehmen sich bereits in einer<br />
negativen Ergebnissituation oder sogar fundamentalen finanziellen<br />
Krise befand. Diese Sichtweise greift in Zeiten volatiler Märkte,<br />
aggressiver Wettbewerber bzw. Investoren, der Elektrifizierung<br />
des Automobils und des digitalen Wandels zu kurz. Denn auch<br />
etablierte Unternehmen mit heute noch guter Ertragslage stehen<br />
mittlerweile vor der Herausforderung, wie der bestehende Erfolg<br />
abgesichert und gleichzeitig der Wandel zu neuen Geschäftsmodellen<br />
und -strukturen gemanagt werden kann.<br />
Restructuring and turnaround projects have always been implemented<br />
only once a company began to see negative earnings or<br />
even experience a real fundamental financial crisis. This way of<br />
thinking is unrealistic in times of volatile markets, aggressive competitors<br />
or investors, electric vehicles and digital change. After all,<br />
even established companies that are (still) seeing good earnings<br />
now face the challenge of securing their existing success while<br />
managing the transition to new business models and structures.<br />
Andreas Sticher<br />
Partner,<br />
STAUFEN.AG<br />
56
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