Turnaroundmanagement

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Het vernieuwen en herstructureren van een onderneming ten tijde van financiële problemen. Verklaring van Turnaroundmanagement.

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Turnaroundmanagement

Wat is Turnaroundmanagement? Beschrijving.

Turnaround Management behelst de formulering en implementatie van een strategisch plan en een reeks van acties ten behoeve van de vernieuwing en herstructurering van een bedrijf, typisch gedurende moelijke financiële tijden van ondernemingen. Vaak met behulp van turnaroundadviseurs of strategieadviseurs, wordt een Analyse van de Onderliggende Oorzaak uitgevoerd en er wordt een turnaroundplan bedacht en uitgevoerd, wanneer althans het bedrijf nog het potentieel bezit om terug te keren naar financiële solvabiliteit, winstgevendheid en strategische levensvatbaarheid.


Onderliggende oorzaken van Strategische Problemen

Er bestaan maar een beperkt aantal onderliggende oorzaken voor strategische problemen bij een bedrijf:

  1. „Overmacht“ - Bepaalde risico's kunnen optreden en onherstelbare schade aanrichten (ondanks goed anticiperen en grondige voorbereiding).

  2. Slechte Visie / Begrip van de Markt

  3. Slechte Strategie

  4. Slecht Bedrijfsmodel / Uitvoering

Meer directe Oorzaken van Strategische nood

Wanneer deze onderliggende oorzaken niet adequaat worden behandeld, zullen zij typisch een reeks van problemen gaan veroorzaken, die vervolgens een ondernemingscrisis teweeg kan brengen:

  • Gebrek aan deskundigheid, ervaring of opleiding, zwak management

  • Marktomstandigheden, zwakke economie

  • Bedrijfseconomische redenen, winstcrisis

  • Faillissement van de houdstermaatschappij

  • Spanningen in de Raad van Bestuur

  • Fraude, ontoereikende financiële controles

  • Overdreven optimistische verkoopprognoses

  • Financieringsproblemen, liquiditeitcrisis, bovenmatige schuldenlast, onderkapitalisatie

  • Operationele kostenniveaus zijn te hoog

  • Zeer sterke, succesvolle concurrent

  • Overinvesteringen

  • Ontoereikende middelen, te weinig investeringen

Vaak zijn deze directe aanleidingen onderling met elkaar verbonden, en treden er meerdere oorzaken tegelijk op. Slywotzky en Drzik hebben deze aanleidingen in 7 Klassen van Strategisch Risico gecategoriseerd.


Stappen in een turnaroundprocess

De eerste stap in een turnaroundproces is vaak het veranderen van het topmanagement of het leiderschap binnen het bedrijf, en het benoemen van een ervaren turnaroundmanager. Vaak wordt een krachtig, Commanderend Leiderschap of zelfs Charismatisch Leiderschap gehanteerd. Het turnaroundproces bestaat typisch uit de volgende hoofdstappen (bij benadering in chronologische volgorde):

  1. Beoordeel de situatie en de toekomstige levensvatbaarheid van het bedrijf

  2. Implementeer noodmaatregelen („stop het bloeden“)

  3. Ontwikkel een strategisch overlevingsplan

  4. Leg het plan ten uitvoer, en herstructureer het bedrijf. Overleef de crisis

  5. Keer terug naar een normale operatie, winstgevendheid en groei

  6. Tref voorbereidingen voor het vertrek van het turnaroundmanagement

Turnaroundmanagement Forum
  Competenties Turnaround Manager
Turnaround managers helpen organisatie te overleven. Over welke competenties moet een turnaround manager eigenlijk beschikken om effectief te zijn....
     
 
  Turnaround Professional Certification
Does someone know any certifications for shutdown or turnaround professionals other than the PMP. Thanks......
     
 
  Turnaround Management in Upstream Oil & Gas Facilities (FPSO Specific)
I am interested in the upstream Oil & Gas facilities turnaround management. This is a major maintenance campaign that often involves the complete overhauls of production equipment, mandatory legislative inspection and performance verification of equi...
     
 
  Role of Marketing in Business Turnaround
What is the role that marketers can play in the turnaround of a business? Thanks for your ideas....
     
 
  The Value of Interim Managers in the Public Sector
I am a recent member of this forum and wondered if any interim's that have worked in the public sector in the UK would help me out with my online research survey please? It will only take a couple of minutes to complete and will help me build ...
     
 
  Does TM Apply to Organizational Departments Also?
Does the concept of "turnaround management" only applies to organization as a whole, or is it also applicable to an organizational department / product / function which is not performing well for a couple of financial cycles?
In my opinio...
     
 
  What is Turn Around Time?
Can anyone explain me turn around time...
     
 
  Linear Programming and Turnaround Management
In business speak, as I understand it, Turnaround Management (TM) also involves strategic decision making. As such, I see that “making strategic or optimal decision” is an essence of TM.
In Management Science, Linear Programming (LP) is part of...
     
 
  Two Dimensions to Turnaround Management
There are two dimensions to turnaround management; who leads it and what are the process stages. We may put who leads on x-axis and put insider at 0 and outsider at 10. Put process stages on y axis with diagnosis at 0 and solution at 10...
     
 
  Whatever the Name Tag, Turnaround Management is Desirable
In Kenya, the method goes by the name tag restructuring (often used by the media. Now this 'restructuring' has taken different forms including bringing in consultants or 'technocrats' as often communicated to the public. I shall define TM as a proces...
     
 
  Periodic Health Check of Organization and Turnaround Management
In my opinion the sickness of the organization can be pre determined if a health check is periodically done.
We use the profit pool technique to determine the robustness of each profit centre and we also d...
     
 
  Turnaround Management and Culture
TM is a challenging process that depends of leadership of the manager and the organizational context to engage success and profitability.
But the cultural context of turnaround management is the most important key to face this challenge. The
     
 
  Recovery and Turnaround
It is my impression that most recovery and turnaround scenario's are too complex. The true challenge comes trying to charter and implement a desired course based on inherent complexity. What are your thoughts on this subject?...
     
 
  Recognizing When Turnaround is a Must
The most important part of the whole exercise is to recognize when / if a turnaround is required or if some path adjustment will do. Doing frequent turnarounds may not be good for an organisation as it has some disruptive effects also.
In...
     
 
  Start with Call to Action
I support the idea that turn around mgt be considered a method.
I would highly recommend that the first step be a call to action section - enabling the managers to determine the urgency of the situation. The risk of closing the doors or the loss...
     
 
  Turnaround Management in India
I am impressed by the method. Probabily in India this method can be widely applied by outsider intervention in a company, coz my personal experience with few companies make me say so....
     
 

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Best Practices - Turnaroundmanagement Premium
  Turnaround Management is like Surgery
If an organisation is viewed as a person and its health is taken as its condition then management is the sum of its good practices to keep it healthy, and a turnaround is the treatment when it has fallen sick.
Managers are like doctors wh...
     
 
  Use an Insider or an Outsider as a Turnaround Manager?
I wonder, what is preferable? Use an insider for a turnaround, because (s)he knows the complexity of the situation very well, or an outsider, because (s)he can act independently and without any attachments to the current situation and stakeholders?...
     
 

Expert Tips (ENG) - Turnaround Management Premium
 

What Change Agents Should I Use?

When choosing between internal or external change agents, organizations should consider following advantages and disadvantages of each o...
Usage (application): Change Management, Organizational Change, Turnaround Management
 
 
 

Required Skills of a Turnaround Manager

In his book “Corporate Turnaround: How Managers Turn Losers Into Winners”, D. B. Bibeault mentioned four skills required for a turnaround manag...
Usage (application): Turnaround Management
 
 
 

Driving Factors for a Turnaround

In the management consulting practices 6 key factors have been identified that are very likely to lead a Company towards a critical scenario where a T...
Usage (application): Analysis of Causes of a Turnaround
 
 
 

What Turnaround Strategy is Appropriate?

Hoffman described 5 turnaround strategies in 3 stages in a turnaround:
STAGESTRAT...
Usage (application): Turnaround Stages and Strategies Model
 
 
 

Turnaround Management Best Practices

Today's complex competitive scenario is stretching the survival abilities of many companies. Meanwhile certain skills and competencies are emerging in...
Usage (application): Turnaround Management Implementation
 
 

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Vergelijk Turnaround Management met: Strategisch Risicomanagement  |  Analyse van de Onderliggende Oorzaak  |  Herontwerpen van Bedrijfsprocessen  |  Benaderingen voor de Integratie van Acquisities  |  Leveraged Buy-out  |  Management Buy-out  |  Liquidatiewaarde  |  Bevelend Leiderschap  |  Charismatisch Leiderschap


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Auteursrecht 2016 12manage - The Executive Fast Track. V14.1 - Laatst bijgewerkt op: 9-12-2016. Alle namen zijn tm van hun eigenaren.