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Enterprise Restructuring View of an Entrepreneur

AIM 2011 Skopje, Sept 25, 2011. Enterprise Restructuring View of an Entrepreneur. Enterprise Restructuring. What is it ? ( general perception ) lay offs downsizing cost cutting no ( or shrinking ) markets financial crisis outdated products ……….

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Enterprise Restructuring View of an Entrepreneur

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  1. AIM 2011 Skopje, Sept 25, 2011 Enterprise Restructuring View of an Entrepreneur

  2. Enterprise Restructuring Whatisit? (generalperception) layoffs downsizing costcutting no (orshrinking) markets financialcrisis outdatedproducts ………

  3. Enterprise Restructuring Whatisit? bad (only?) Whatto do? Avoidit (andfiretheboss!) ???

  4. Enterprise Restructuring Whatis „enterpriserestructuring“? = changeofstructure whatfor? why? due to ……..

  5. Enterprise Restructuring due to …….. Nonewproducts Nonewprocesses Nonewcustomers, Nonewmarkets Nonewpartners Bad overalleconomy ……. newproducts newprocesses newcustomers newmarkets newpartners goodoveralleconomy ……….

  6. Enterprise Restructuring What to do? Timely entrepreneurial action(s) • 4 short cases: • SULZER • - LEM • - u-blox • - Hilti

  7. SULZER then …… • largest Swiss machinebuilder (33000 people, 5bn$) • traditional; morethan 150 yearsold • global; factories in morethan 15 countries • high techn. skills in mechanics, fluid dynamics, materials • (oftentechnologyleader) • Key capabilitiy in mech. manufacturing (oftencentralized) • „highproductquality“ but (too) expensive • 28 productdivions, very different markets

  8. MCHF 75 50 25 0 -25 -50 -11 -10 -9 -8 -7 -6 -5 -4 -3 -2 -1 SULZER Corporation Net Profit per Share PreceedingPeriod

  9. Vision Vision Degree of Change to retropolate 5-year Plan to extrapolate 2015 2020 2010

  10. Elaboration of the SULZER-Strategy by the Executive Management Team Strategy Structure Exec Mgmt Team 2. Retreat 3. Retreat 1. Retreat 3 ½ days 3 days 3 days 1 day 1 day 1 day Strategy Committee Key Issues Organization Direction

  11. SULZER focussing (11 years) 01 03 05 07 09 11 acquired divested Strat. Business Units

  12. Corporate Culture: Basis for lasting Success competent understandable Sustainable Business Success on time innovative accountable learning with self confidence

  13. Preceeding Period Considered Period 75 75 50 50 25 25 0 0 -25 -25 -50 -50 -11 0 -10 -9 -8 -7 -6 -5 -4 -3 -2 -1 +1 +2 +3 +4 +5 +6 +7 +8 +9 +10 +11 SULZER Corporation Net Profit per Share (in CHF)

  14. LEM – Partenaire pour l’industrie, l’électrotechnique et la distribution d’électricité De la capture etla visualisationdes signaux, à leur analyse pour aboutir à la décision

  15. LEM – Partenaire pour l’industrie, l’électrotechnique et la distribution d’électricité Founded / Start-up 1972 New Strategy 2002 - technologyadapter (not developer), mainly in Geneva (CH) - strictlyfocussed on b2b markets (components), global (APA,NAM,EU) - mainmanufacturing in China (asof 2005), rest in Geneva & Japan Sales Growth 2002 – 2009: from 100 mioto200 mio CHF Profit Growth : from 5 mioto 24 mio CHF net People from 600 to1100

  16. u – blox Your position is our focus Our Vision We create instant positioning technologies and services that lead you to each and every corner of the globe. GPS Chips, GPS Modules and GPS – Services combined with wireless communication Applications • Automotive …….. • Mobile Terminals • Infrastructure • Cameras

  17. u – blox Your position is our focus Start up / Business Plan in 1999 New Strategy in 2002 & 2010 - technologyadapter (not developer) mainly in Thalwil (CH) - nichemarketsglobally (APA, NAM, EU) - fabless (noownmanufacturing) - includecommunication (asof 2010) Sales Growth 2002 – 2010 from 1 mioto140 mio CHF Profit Growth from neg. to18 mio CHF People from 10 to200

  18. Entrepreneurial Value Creation: HILTI … active in the building / construction sector ……. … strives for enthusiastic customers …… … wants to be recognized as a value creator for its customers… 12291

  19. Technically straightforward, littlecompetition Technicallydemanding, fiercecompetition Potential for Improvement: 4 % Potential forimprovement: 20% Innovations: How to get there? The Lead User Approach (by HILTI) measure andset marks 28% drill 17% fill 10% fix 10% assemble 14% finish 21%

  20. I. Strategic Objectives and Preparation VI. Performance Management II. Situation Analysis and Diagnosis V. Strategy Implementation III. Strategic Options VI. Strategy Identification Strategic management process

  21. R R R R R R R R Y Y Y Y Y Y Y Y G G G G G G G Balanced Scorecard – an example Sustainable profitable growth Create enthusiastic customers Act socially responsible Act environmentally responsible Growth Differentiation Productivity Increased reach with MCS Effective marketing Worldwide growth Develop new business Hold price premiums Differentiated products Differentiated services Brand management Direct customer relations/segmentation Accelerate COGS reduction Turnaround MR productivity Improve PPM process efficiency Improve SC productivity Improve support productivity R G Y R G Y R Y G R G Y Y R G R Y G R Y G Y G R Y R G G R Y R G Y R G Y G R Y G Y R People development Continue culture journey Develop from within Attract and integrate great people Y G R R G Y R G Y

  22. The change curve Entrepreneurial Implications Anticipatory Reactive high large Crisis Strategicperformance small Time Source: [1] Nick Fry and Peter Killing, “Strategic Analysis and Action”, Fourth Edition, Prentice Hall Canada, 2000.

  23. + Communicator + Manager vision intuition conviction determination courage objectives allocation knowledge perseverance organisation Do therightthings Makethemknown Do thingsright The Entrepreneur Leader

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