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Strategy, problem or opportunity?

Game chan­ging inno­va­ti­on, digi­tal trans­for­ma­ti­on, cul­tu­ral and demo­gra­phic evo­lu­ti­on, and so on, can be dis­rup­ti­ve and huge oppor­tu­nities to who can build and main­tain com­pe­ti­ti­ve advan­ta­ges, stay­ing fit for the future, rea­dy for the next big thing and posi­tio­ned for suc­cess.

Fai­ling to adapt to chan­ges in the eco­sys­tem or to other cons­traints and the loss of com­pe­ti­ti­ve advan­ta­ges can make busi­ness models obso­le­te. Busi­ness dis­tress can even­tual­ly be trig­ge­red by fai­ling to secu­re and main­tain finan­cing. Cau­se and effect are dis­tinct.

Exces­si­ve indeb­ted­ness can be a result of a weak busi­ness stra­te­gy, unrea­listic finan­ci­al pro­jec­tions, com­pla­cent working capi­tal opti­mi­za­ti­on and fail­u­re to divest not stric­t­ly necessa­ry assets. Finan­ci­als are an easy quan­ti­fi­ca­ti­on of the suc­cess of the com­pa­ny inter­ac­ting with its envi­ron­ment, chal­len­ges, mar­ket dis­rup­ti­ons, indus­try trends, rivals’ moves, with such as ope­ra­tio­nal impro­ve­ment, inno­va­ti­on, secu­ring a good pro­ject pipe­line, port­fo­lio trans­for­ma­ti­on, peop­le deve­lop­ment, inclu­ding suc­ces­si­on, soci­al accep­tan­ce and so on.

Any pro­blem can be sol­ved – even­tual­ly. Else, it is an incon­ve­ni­ent fact to be coped with, or stuff for phi­lo­so­phy and mathe­ma­tics scho­l­ars. Some pro­blems can be anti­ci­pa­ted, pre­ven­ted or even beco­me oppor­tu­nities. The ear­lier you approach them, the bet­ter. Chal­len­ge your own sto­ries, bia­ses and resour­ces allo­ca­ti­on.

If you can’t sol­ve the issu­es yours­elf, you can use help. Pro­fes­sio­nal con­sul­tants can speed up aggre­ga­ti­on of know­ledge into actions. You can bene­fit from a fresh approach and inputs from out­si­de adding resour­ces for quick action.


Steps to be taken practice

Asses your situa­ti­on. Reck­on need to chan­ge. Deci­de to sol­ve the pro­blem. Secu­re sur­vi­val and con­ser­ve value. Con­trol liqui­di­ty for day to day ope­ra­ti­ons to avo­id insol­vency.

Find the real exact pro­blem causing the effec­ts. Under­stand it and its cau­ses, break it down A Tur­naround Dash­board helps collec­ting most rele­vant infor­ma­ti­on to sepa­ra­te value crea­ti­on from dest­ruc­tion.

A struc­tu­red way to approach the pro­blem is key to sol­ve it and deve­lop solu­ti­ons and alter­na­ti­ves. Sci­en­ti­fic enqui­ry and crea­ti­ve thin­king, helps to syn­the­si­ze fac­ts and prio­ri­ti­ze actions. No finan­ci­al rest­ruc­tu­ring can be suc­cess­ful wit­hout remo­val of the stra­te­gic, ope­ra­tio­nal or per­so­nal cau­ses of the dis­tress.

Disci­pli­ned imple­men­ta­ti­on of action­ab­le plans and mea­su­res for re-allo­ca­ti­on of stra­te­gic resour­ces. pro­duc­tivi­ty impro­ve­ments, capi­tal injec­tions, or dive­s­ti­tures of assets or busi­nes­ses needs also an ade­qua­te com­mu­ni­ca­ti­on and sta­ke­hol­ders invol­ve­ment. Ade­qua­te con­trol mecha­nisms shall be in place for the future.

In nor­mal con­di­ti­ons, fun­ding new pro­jec­ts or strong growth gene­ral­ly need re-allo­ca­ti­on of stra­te­gic resour­ces through pro­duc­tivi­ty impro­ve­ments, capi­tal injec­tions, or dive­s­ti­tures of less necessa­ry assets or busi­nes­ses, which takes qui­te some time.

If the com­pa­ny is only mar­gi­nal­ly or not so suc­cess­ful necessa­ry new pro­jec­ts and even rest­ruc­tu­ring or working capi­tal and then get dif­fi­cult to fund. Finan­ci­al cons­traints or evi­dent insol­vency risk requi­re quick action.

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