所要経営

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所要経営は何であるか。 記述。

所要経営は厳しい企業財政の苦脳の時の間に企業の更新および建て直しのための行為の戦略的な計画そして一組の公式そして実施を、普通含む。 頻繁に外の所要コンサルタントか作戦のコンサルタントの助けによって、Root Cause Analysisはなされ、会社がまだ財政の弁済能力、収益性および戦略的な実行可能性に戻る潜在性を提供すると仮定する所要計画は案出され、実行される。

戦略的な苦脳の根本的原因

企業の戦略的な苦脳のための根本的原因のちょうど限られた数がある:

1. 「不可抗力」 -ある特定の危険は起こり、非回復性損傷を引き起こすかもしれない(適切な予想および完全な準備にもかかわらず)。

2. 市場の悪い視野/理解

3. 悪い作戦

4. 悪いbusiness model/実行

戦略的な苦脳の直接原因

これらの根本的原因がきちんとを取扱われない場合普通、により企業の危機を誘発できる問題の範囲を引き起こす、:

• 専門知識、経験または教育の弱い経営の欠乏

• 市場の情況、弱い経済

• ビジネス経済的な理由、収入の危機

• 持株会社の破産

• 取締役会レベルの議論

• 欺瞞、不十分な財政制御

• 過度に楽観的な販売の予測

• 融資問題、流性危機、過剰債務の重荷、undercapitalization

• 操業費用は余りに高く水平になる

• 非常に強い、成功した競争相手

• 過剰投資

• 不十分な資源、underinvestment

頻繁にこれらの制動機は関連し、複数の原因は複雑である。 SlywotzkyおよびDrzikは戦略的リスクの7つのクラスのこれらの制動機を分類した。

所要プロセスのステップ

所要プロセスの第一歩は頻繁にビジネスの経営者かリーダーシップを変え、ベテランの所要マネジャーを任命することである。 頻繁に強い、指揮リーダーシップまた更にCharismatic Leadershipは出る。 所要プロセスは次の主ステップから普通成っている(おおよその年代順で):

1. 状態および未来のビジネス実行可能性を査定しなさい

2. 緊急のステップを実行しなさい(「出血」を停止しなさい)

3. 戦略的な存続の計画を開発しなさい

4. ビジネスを再構成する計画を実行しなさい。 危機を存続させなさい

5. 正常運営、収益性および成長に戻しなさい

6. 所要経営の出発のために準備しなさい

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所要経営をと比較した: Strategic Risk Management  |  Root Cause Analysis  |  Business Process Reengineering  |  Acquisition Integration Approaches  |  Leveraged Buy-out  |  Management Buy-out  |  Liquidation Value  |  指揮リーダーシップ  |  Charismatic Leadership

経営ハブに戻る: 変更と組織 |  財務と投資 |  リーダーシップ  |  戦略とイノベーション

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