At the heart of all this is in-depth knowledge of financial, procedural and operational issues. In particular, consultants should be able to make quick and precise statements about profitable and unprofitable company activities. We call this area of expertise TURN, as in turnaround management. But what do you do with the figures, data and facts that create transparency about operational and performance realities?
We subdivide the underlying (potential) value drivers into structural ASSETS and cultural SKILLS. This is not done mechanically — for example by differentiating between fixed assets and "intellectual property” — but rather by using an integrated approach, with a view to identifying potentially positive interactions that might be enabled by a particular operational infrastructure combined with a corporate and management culture that more or less (!) reflects this.
This brings us to our third area of expertise, DIGITAL. Our digital integration experts are, first and foremost, technology experts (usually engineers) with a trained eye for the key factors in digital process organisation that are relevant to results. In this respect, they are ideally suited for the orchestration of structural, cultural and technological corporate potential, but above all they have classic restructuring skills, i.e. they are turnaround experts.
The remaining question is then how to integrate this structural, cultural and technological corporate potential. And the answer to this comes primarily from the strategy experts in our NEXT competence centre. As the name suggests, this is where we tackle the future economy, markets and trends, but we also handle regulation, supply chains and competitive strategies.
It shows that turnaround management in the 21st century should firstly be an interdisciplinary affair. Secondly, that for all the technological advances (e.g. use of AI), people matter more than ever. And thirdly, that strategic issues (such as those covered by ESG) cannot be understood in isolation and must be dealt with in an integrated manner.
If it were up to us, the complex area of turnaround management expertise could in future be replaced by VALUE INTEGRATION.
The interplay of material infrastructure, competition-differentiating expertise and application competence is essential for transformation success. We determine, develop and sustainably improve your company's assets and skills.
We increase your competitive strength through integrated investment, innovation and enablement strategies. In our five-point approach, we look at your digital competence and develop concepts to turn new technologies into a catalyst for your transformation.
In our strategy development, we respond to the pressure to act and foresight in equal measure. We combine efficiency- and effectiveness-driven measures into a roadmap that clearly formulates the goal, intermediate stages and arrival time for the transformation process.
We support our clients in meeting the regulatory requirements of the CSRD and the EU Taxonomy Regulation. In our approach, the three ESG criteria are harmonized and addressed by a fourth dimension as an organizational issue.