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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 ( general perception ) lay offs downsizing cost cutting no ( or shrinking ) markets financial crisis outdated products ……….

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slide1

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
slide9

Vision

Vision

Degree of Change

to retropolate

5-year Plan

to extrapolate

2015

2020

2010

slide10

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

slide12

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)
slide15

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

slide16

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

slide19

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

slide20

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.

slide24

+

Communicator

+

Manager

vision

intuition

conviction

determination

courage

objectives

allocation

knowledge

perseverance

organisation

Do therightthings

Makethemknown

Do thingsright

The Entrepreneur

Leader

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