AIM 2011 			     	       	       Skopje, Sept 25, 2011
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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 ( general perception ) lay offs downsizing cost cutting no ( or shrinking ) markets financial crisis outdated products ……….

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AIM 2011 Skopje, Sept 25, 2011

Enterprise Restructuring

View of an Entrepreneur


Enterprise restructuring
Enterprise Restructuring

Whatisit? (generalperception)

layoffs

downsizing

costcutting

no (orshrinking) markets

financialcrisis

outdatedproducts

………


Enterprise restructuring1
Enterprise Restructuring

Whatisit?

bad (only?)

Whatto do?

Avoidit (andfiretheboss!)

???


Enterprise restructuring2
Enterprise Restructuring

Whatis „enterpriserestructuring“?

= changeofstructure

whatfor?

why?

due to ……..


Enterprise restructuring3
Enterprise Restructuring

due to ……..

Nonewproducts

Nonewprocesses

Nonewcustomers,

Nonewmarkets

Nonewpartners

Bad overalleconomy

…….

newproducts

newprocesses

newcustomers

newmarkets

newpartners

goodoveralleconomy

……….


Enterprise restructuring4
Enterprise Restructuring

What to do?

Timely entrepreneurial action(s)

  • 4 short cases:

  • SULZER

  • - LEM

  • - u-blox

  • - Hilti


Sulzer then
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


  • Sulzer corporation net profit per share preceeding period

    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


    Vision

    Vision

    Degree of Change

    to retropolate

    5-year Plan

    to extrapolate

    2015

    2020

    2010


    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


    SULZER focussing (11 years)

    01

    03

    05

    07

    09

    11

    acquired

    divested

    Strat. Business Units


    Corporate culture basis for lasting success
    Corporate Culture: Basis for lasting Success

    competent

    understandable

    Sustainable

    Business

    Success

    on time

    innovative

    accountable

    learning

    with self confidence


    Sulzer corporation net profit per share in chf

    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)


    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


    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


    U blox your position is our focus
    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


    U blox your position is our focus1
    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


    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


    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%


    Strategic management process

    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


    Balanced scorecard an example

    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


    The change curve
    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.


    +

    Communicator

    +

    Manager

    vision

    intuition

    conviction

    determination

    courage

    objectives

    allocation

    knowledge

    perseverance

    organisation

    Do therightthings

    Makethemknown

    Do thingsright

    The Entrepreneur

    Leader


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