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1、ZRH95802008-01-2309.ppt1Four central problems cause companies to drift into a strategiccrisisTypical causes of strategic crisisTechnology and other cycles Technology leaps New product processes, new corecompetencies Shifts in demandInvestments, M&A and diversification Investment decisions without fe

2、asibility checks Poor post-merger integrationRapid growth Dependency on product life cycles and time tomarket (e.g. pharmaceuticals, biotech, Internetstartups) Inflexible management and organizationalstructures Growth as a market entry/expansion strategy(computers, media)Value-chain configuration Mi

3、ssing out on industry trends Inflexible value creation processesSource: Roland Berger Strategy ConsultantsZRH95802008-01-2309.ppt2A whole range of other circumstances escalate the strategic crisisinto an earnings crisisFrom strategic crisis to earnings crisisInefficient organizationTechnologyand oth

4、ercyclesDemotivated staffInsufficientcorporate governanceInefficientmanagement structuresPoorly qualified managementLack of transparencyInvestments,M&A anddiversificationRapidgrowthValue-chainconfigurationSource: Roland Berger Strategy ConsultantsZRH95802008-01-2309.ppt3Mastering a crisis is one of

5、the most difficult and demandingmanagement tasksProblems are so different and situations so complex, there can be no universalremedies for corporate crisisKnowing the strategic and operative causes is key to success and the basis foreffective counter-actionMajor decisions must be made under extreme

6、time pressureA corporate crisis is always a crisis of trust. Therefore, management must showthe utmost personal commitment, integrity, stringency and impeccable behaviorManagement must be self-critical and open-minded: in the final analysis, mostcorporate crises are caused by management mistakesSour

7、ce: Roland Berger Strategy ConsultantsZRH95802008-01-2309.ppt4Dealing with a crisis requires fundamental realignment andcultural revolutionFundamental corporate realignmentAdjusting strategies (usually the product/market orientation)Changing organizational structuresIntroducing adequate monitoring a

8、nd communication systemsCultural revolution meansShowing new visionsDestroying old traditions: in times of crisis, established values lose their importanceas a measure of corporate actionsStringent leadership, highlighting new opportunitiesContaining frustration by motivating key performersTurning v

9、ictims into active playersSource: Roland Berger Strategy ConsultantsZRH95802008-01-2309.ppt5Detailed conceptIII.1Situational auditI.Draft conceptII.In real life, the concept must be put in place quickly; immediateactions are implemented during this timeProject approachPhase I:Compiling concept A cle

10、ar picture of theactual situation Present and futurecompetitive position Industry developmentand market potential Loss-makers andcash-burners Product and marketorientation Value creationstructure Resourcedimensions Organizationalstructure Business plan Detailing the rough concept Bottom-up planning

11、of measures Process reengineeringPhase II:Detailing and implementing actionsAction management/implementationIII.2 Immediate action to Cut costs/improve earnings Improve liquidity Change management forspecial topics Task forces Ensuring implementation Implementation controlSource: Roland Berger Strat

12、egy ConsultantsZRH95802008-01-2309.ppt6The critical success factors in restructuring1.A convincing concept for realignmentBasis for stakeholder supportPromising future strategy building not only on cutting costsFundamental transformation of structures and systemsQuantified in a business plan2.Strict

13、 project and action managementClear definition of responsibilities and deadlines (measurability)Establishment of a core teamRealization of targets across the entire line organizationConsistent implementation and permanent monitoring of success3.Open communication with all parties involvedStaff involvement turning victims into active playersMotivation rather than frustrationGenerate pressure to act and the will to change