The role: Active mediator between shareholder interest groups in family businesses.
Summary: When differences in family businesses escalate, sooner or later the business suffers. However, resolving such conflicts is often difficult, partly because family relationships are usually very complex. Business mediation offers a remedy. However, this requires more than just the willingness of all parties to actually resolve the conflict.
Challenge: How do you resolve a conflict between interest groups in family businesses? The potential for conflict seems to be particularly high in family businesses. At any rate, this is indicated by a number of prominent cases, such as the falling out between the sporting goods manufacturers Rudolf and Adolf Dassler or the fierce dispute over company succession at the Bremen coffee roaster J. J. Darboven.
Arbitration is often difficult. This is because the actual causes of such conflicts usually go back a long way. And the entangled relationships between family members rarely lead to an easing of the situation, but all the more frequently to an escalation. As a result, the fronts are quickly hardened. And that is what makes such conflicts so dangerous for the company.
Summary: Most conflicts of this kind can be resolved within the framework of a structured mediation process.
The role: CFO ad Interim for Finance and Controlling Management of a Private Equity portfolio company in the field of stainless-steel container solutions
Summary: The company, a leading manufacturer of stainless-steel container solutions, belongs to a Private Equity company in Europe. The Group was faced with the task of repositioning itself in the global market in order to become more competitive. Financial difficulties, overcapacity and falling sales figures were putting a strain on liquidity. In addition, a change in the Executive Board was underway. The financial strategy was reorganised by the CFO ad interim. Under his leadership, the Group was reorganised with the help of a protective shield procedure under self-administration. Together with the management team, measures to increase sales, control costs and optimise processes were developed and implemented. The repositioning and turnaround were successfully completed, strengthening the Group's competitiveness in the long term.
The role: Sparring partner for board and management - operational reorganisation and implementation management of a portfolio company of a stock corporation in the field of mechanical processing of composite (thermoset) materials.
Summary: The company, a GmbH for short, in the mechanical processing of thermoset materials needed an operational reorganisation and was accompanied for 13 months (6 months were planned). The aim was to transform the company into a profitable lead plant and increase its competitiveness. The challenges were to win over the management, the workforce and the works council in favour of the change and to make processes more efficient.
The solution comprised a three-phase approach in which the current situation was analysed, business excellence concepts were developed and their implementation was supported. A project management office (PMO) was set up and the agile method with sprints and spurts was used to organise the transformation efficiently and cooperatively.
The result was a significant increase in productivity and competitiveness, which strengthened the company financially for the future.
Technologiepark Heidelberg
TP InnovationCenter
Im Neuenheimer Feld 582
69120 Heidelberg
Germany
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