Strengthening the company in economic and other crises
Creating business success in crisis situations
A programme for overcoming crises with your own strengths and resources.
Introduction
We overcome crises with our own strengths and resources
Crises have become an integral part of the modern world and periodically affect, to a greater or lesser extent, all countries, organisations and individuals. Additional difficulties arise from the ever shorter periods between their appearance and their ever greater scale and consequences. Government measures that ease the problems are welcome, but every organisation must, above all, rely on its own resources and the creative potential of its people.
Taking responsibility for your own future does not mean self-isolation, but rather an internal and external reorientation and increased integration with key participants in the business.
Our programme predominantly covers five key areas: diagnosis of the situation, making urgent and difficult decisions, urgent interventions, serious systemic change and preventive measures.
Five key areas
The crisis modules of the programme
M-1 · Rapid diagnosis of the organisation and its business environment
Enables a fundamental understanding of the current situation and insight into the current and potential scale of the crisis; analysis of available resources; classification of problems as normal and pathological; separation of urgent interventions and long-term systemic measures. The client receives a diagnostic report with an action plan that can be applied immediately.
M-2 · Making urgent and difficult decisions
Rapid decision-making in uncertain circumstances with heightened risk; the client is equipped to recognise and adapt decision-making across two different management modes; receives a manual and tools for making urgent and difficult decisions.
M-3 · Resolving urgent problems — short-term measures
Checking critical points in the processes and sorting them by importance and urgency; forming, training and leading crisis teams for subsystems: working with customers, production/service delivery, human resources, finance; the client receives elaborated solutions with implementation plans.
M-4 · Necessary systemic change — long-term measures
Equips the management to lead long-term development through planned annual cycles of improvement across all vital segments; the client receives systemic solutions for increasing effectiveness and efficiency and a plan of annual cycles.
M-5 · Preventive measures — preparing for future crises
Introducing early-warning indicators, the proactive formation of crisis teams, an alternative business policy, rules and guidelines, and simulations; the client receives trained crisis teams and a mechanism for integration, coordination and control.
Starting premises
The insights on which the modern approach is based
Crises of a new era
The newly emerging crises differ from the crises of previous eras; an ever smaller percentage of companies recognise crises as opportunities.
Each crisis is specific
In addition to common features, crises are specific to each organisation (depending on internal strengths/weaknesses and the business environment).
Multiple dimensions
Dealing with crises requires considering business, management and psychological factors.
No „return to the old state”
The situations before, during and after a crisis differ substantially — a „return to the old state” does not exist.
Two tempos of action
Overcoming crises requires a rapid assessment of the situation, urgent measures and longer-term systemic change.
Everything serves the strategy
All measures taken should serve the general strategy for overcoming the crisis.
Symptoms
The most common problems in a crisis
Weakening of links with the business environment
A drop in sales, delivery and productivity
Increasingly weak collection of receivables
Erosion of principles, organisational structure and discipline
Halting of development projects
Loss of vision and long-term orientation
Collapse of the collective value system
Internal disintegration between people and departments
Uncertainty regarding the further engagement of employees and the dismissal of associates
Departure of the best people to other companies and countries
Intensification of the „internal diseases of the organisation”
Turn the crisis into an opportunity for growth
The initial conversation is without obligation. We will assess your situation and propose an approach that relies on your own strengths and resources.