Gestion de Redressement (Turnaround Management)

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Renouvellement bureau-chef et restructuration pendant des périodes de la détresse financière. Explication de Gestion de Redressement (Turnaround Management).

Qu'est-ce que Gestion de Redressement (Turnaround Management) ? Description.

Gestion de Redressement (Turnaround Management) implique l'élaboration et la mise en oeuvre d'un plan stratégique et un ensemble d'actions pour le renouvellement et la restructuration groupe, typiquement pendant des périodes de détresse financière grave du groupe. Souvent avec l'aide de consultants externes en gestion de crise ou des consultants en stratégie, une Analyse de Cause Racine est faite et un plan de crise est conçu et exécuté, supposant que la société offre toujours le potentiel de revenir à la solvabilité financière, à la rentabilité et à la viabilité stratégique.

Causes racine de la détresse stratégique

Il y a juste un nombre limité de causes racine de la détresse stratégique de groupe :

1. « Forces majeure » - certains risques peuvent se produire et causer des dommages irréparables (en dépit de l'anticipation appropriée et une complète préparation).

2. pauvres Vision/compréhension du marché

3. pauvre Stratégie

4. pauvres Modèle d'activité/mise en oeuvre

Des causes plus immédiates de la détresse stratégique

Typiquement, quand ces causes racine ne sont pas traitées correctement, elles causeront une gamme des problèmes, qui peuvent alors déclencher une crise de corporation :

• Manque d'expertise, d'expérience ou d'éducation, gestion faible

• Circonstances du marché, économie faible

• Raisons économiques des affaires, crise de résultat

• Faillite de la compagnie Holding

• Raisons au niveau du Conseil d'Administration

• Fraude, contrôles financiers insuffisants

• Projections excessivement optimistes des ventes

• Problèmes de financement, crise de liquidité, endettement excessif, sous-capitalisation

• Le niveau des charges d'exploitation trop élevé

• Concurrent très fort et réussie

• Surinvestissement

• Ressources insuffisantes, sous-investissement

Souvent ces déclenchements sont en inter relation, et plusieurs causes sont impliquées. Slywotzky et Drzik ont classé par catégorie ces déclenchements dans 7 classes de risque stratégique.

Étapes dans un Processus de crise

La première étape dans un processus de crise est souvent de changer la Direction Générale ou le leadership de l'activité et de nommer un dirigeant expérimenté en gestion de crise. Souvent un fort, leadership de commandement ou même un Leadership Charismatique est exercé. Le processus de gestion de crise consiste typiquement dans les étapes principales suivantes (dans l'ordre chronologique approximatif) :

1. Évaluez la  situation et la viabilité de l'activité dans le futur

2. Mettez en oeuvre les étapes d'urgence (« arrêtez l'emmoragie »)

3. Développez un plan stratégique de survie

4. Mettez en oeuvre le plan, en restructurant l'activité. Survivez à la crise

5. Revenez à une exploitation normale, à la rentabilité et à la croissance

6. Préparez-vous à la fin de la gestion de crise

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