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Turnaround and Restructuring

Ensuring the company’s future viability

Relevance & Impact

Turnaround and Restructuring

Decisive reaction is essential for companies in crisis situations in order to avoid a worsening of the situation and to maintain room for maneuver. The stage of the company crisis determines both the objectives of action and the choice of necessary measures.

In order to bring companies back on track for success and to preserve the company’s core, strategic realignments and structural adjustments are essential. For this to succeed in times of crisis, operational and financial turnarounds are often necessary. These turnarounds avert restructuring cases and allow the business to continue until long-term measures take effect.

The following questions are particularly relevant for turnarounds and restructurings:

  • How can sufficient liquidity be ensured until long-term measures take effect?
  • What strategic and structural changes are necessary to restore long-term business viability?
  • In the case of personnel restructuring, what measures are necessary to make it successful and smooth?
Relevanz der Restru Thematik

Service offering

Our approach

ADVYCE sup­ports and ac­com­pa­nies clients in par­ti­cu­lar with the fol­lo­wing con­sul­ting ser­vices:

Realizing operational and financial turnaround

In situations of impending illiquidity, securing solvency is a basic prerequisite for the company’s continued existence. In the turnaround area, we secure liquidity in the short term through working capital management modules, but also through data- and automation-driven optimization approaches in inventories and processes.

Our approach includes both measures to reduce material costs and personnel measures that are effective in the short term. Our methods are aimed at both financial effectiveness and safeguarding operations. These steps are an important prerequisite for further restructuring measures.

Implementing strategic and structural restructuring

In order for companies to improve their situation in the long term, strategic and structural measures are required. Based on the strategy review, we determine the savings potential from strategic and structural measures for top management. We validate this together with the functional managers and define organizational measures down to the job level.

Our experience shows that staff reductions proceed as smoothly and silently as possible when managers apply a broad mix of socially acceptable adjustment measures. In addition, we develop alternative location concepts based on employee competencies and the existing infrastructure.

Integrating economic and legal personnel restructuring measures

When implementing restructuring measures, detailed organizational and communications preparation is essential. In addition, the negotiation of a reconciliation of interests and a social plan usually requires intensive legal support. Together with you and our legal partners, we find ways to master these challenges.

However, individual legal challenges also regularly arise in the implementation of individual measures. Together with our legal partners, we ensure project implementation from the strategy review to the follow-up of the last P&L-effective measure, without you having to coordinate internal or external interfaces.

Leistung
Consultants

Stefan Hecht

Partner

Stefan Hecht has more than 25 years of management experience in the industry as well as in consulting enterprises in the manufacturing industry. The manufacturing industry, especially the automotive industry and technology-intensive companies form his industry emphasis. His consulting focuses on strategic orientation and corporate transformation, technology- and innovation management as well as organizational-/process design

Roland Mönikes

Senior Partner & Managing Director

Roland Mönikes draws on more than 15 years of professional experience in various roles as in-house counsel, managing director, project manager and consultant. His focus is on the holistic transformation of organizations in the area of organizational, process and decision-making structures. Roland Mönikes sees himself as an implementation consultant who supports the strategic orientation of

Marc Staudenmayer

Senior Partner & Managing Director

Marc is a graduate of the Ecole des Hautes Etudes Commerciales (HEC Paris). Before joining ADVYCE as Senior Partner, Marc worked for AT Kearney in Paris until 1994. In 1995 he founded the management consultancy Masai in Paris, which he developed into a global consulting company with 180 employees. From 2011 to 2014 he was

Burkhard Wagner

Senior Partner & Managing Director

Burkhard Wagner has more than 20 years of experience in strategic consulting and in the use of information technology and digital media. His focus is on business strategies, marketing and sales as well as the digitalization of processes and industries. He advises financial service providers, professional services and technology companies. In recent years, he has

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