|
Introduction
The content of our books comes from the accumulated practical experience in various situations as a corporate manager and business coach.
|
The valuable quotes taken from them are intended to enrich the knowledge of decision makers.
|
These SEViX books belongs on the gift table for this year's Christmas!
|
|
Business Crisis
|
|
Many companies are usually unaware that they are already in crisis.
|
|
|
|
The first prerequisite for a successful reorganization is the clear recognition by the respective management or owners that the company is really in crisis.
|
|
|
|
For management and owners, not only the recognition of a crisis is required, but a joint commitment to a necessary transformation as a logical consequence is imperative.
|
|
|
|
It is difficult to imagine that those who are often responsible for crisis situations should at the same time be the solutions for overcoming this crisis.
|
|
|
|
Causes of business crises can also be rooted in the person of owners themselves, who cultivate autocratic management styles, disempower employees, and make wrong decisions.
|
|
Business Strategy
|
|
Whether a strategy is truly success-effective is essentially determined by its implementation.
|
|
|
|
Strategy development is a management task that cannot be delegated.
|
|
|
|
Without a clear strategy, any transformation process is doomed to failure.
|
|
|
|
In any strategy development, management must make clear decisions.
|
|
|
|
Strategy development in business transformation focuses on all external and internal areas of the company.
|
|
|
|
Successful reorganizations require the expansion and development of competitive advantages through the implementation of appropriate strategies.
|
|
Turnaround & Change Management
|
|
At the beginning of every turnaround, the first step is to analyze the three core areas: Financial situation - Strategic alignment - Performance reserves.
|
|
|
|
Change management cannot take into accounts the personal sensitivities of those responsible for processes.
|
|
|
|
Identified weak points, waste and incompetence cannot be made taboo.
|
|
|
|
There must be no "protected" or taboo areas and processes or persons in any company.
|
|
|
Shaping the company's future differently through success-effective strategic corporate transformation
|
|
|
|
It is imperative NOT to copy competitor strategies, but to uniquely position one's own capabilities with distance to the competition.
|
|
|
|
"Structure follows strategy", new strategies can lead to new competitive organizational structures.
|
|
|
|
Structure follows strategy - tinkering with organizations is pointless if they are not strategy compliant
|
|
|
|
Milestones with measures that do not deliver the planned results of a reorganization must be modified at an early stage or consistently replaced by new ones that are more effective in terms of success.
|
|
|
|
Transformation is about implementing the right projects in the right way.
|
|
|
|
A successful project management office aims to realize benefits for stakeholders by minimizing project risks and maximizing project successes.
|
|
|
|
Every company needs orientation and alignment through a corporate mission statement and values, which cannot only be defined by quantitative targets.
|
|
|
|
A company functions like a system; even one defective screw - process, area, responsibility - can lead to inability to function or loss of performance.
|
|
|
|
The modern manager is above all an entrepreneurial coach who has no fear of his employees and guides them in their tasks and prepares them for independence.
|
|
|
|
The new entrepreneurial type is characterized by risk and courage to position his company as unique in relation to the competition.
|
|
|
|
The new entrepreneurial type has been the ability to develop competitive organizations with suitable requirement profiles and suitable employees.
|
|
|
|
In transformation processes, conflicts can be used as a stimulus.
|
|
|
________________________________________
|
|
|
SEViX - An entrepreneurial service company
|
|
What makes us unique?
The passionate SEViX Business Coaches and SEViX Interim Managers - with first and second level line experience - help in various business situations. They are characterized by "entrepreneurial spirit & drive" and only they have access to the corporate scan developed by SEViX. A first-class back support assists them in the successful implementation of the agreed tasks at our customers.
|
|
|
We come to help in a way that is effective for success.
Contact us!
Website: https://sevix-group.com/en/
|
|