Restructuring

Dino Dogan ()
Additional contact information
Dino Dogan: Luxembourg School of Business

Chapter Chapter 2 in Seven Building Blocks of a Successful Corporate Restructuring, 2024, pp 5-9 from Springer

Abstract: Abstract The restructuring of a company involves the profound transformation of a company. The reason for restructurings is less often the exploration of new business potentials and more often a crisis. Since companies generally do not transition from prosperity to failure in one step, those responsible theoretically have enough time to save the company from existential problems. The prerequisite for this is that the management recognizes the signs of the crisis in time and initiates appropriate measures. The later this occurs, the higher the restructuring effort and the lower the chances of success. There is no universally valid checklist for how restructurings should be carried out. Every company, and thus every restructuring case, is unique. Nevertheless, there are commonalities, so that the wheel does not have to be completely reinvented each time during restructurings. The key to success is a situational design of seven fundamental restructuring components (7P): Plan, People, Partitioning, Processes, Platforms, Portfolio, and Performance.

Date: 2024
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-658-46359-5_2

Ordering information: This item can be ordered from
http://www.springer.com/9783658463595

DOI: 10.1007/978-3-658-46359-5_2

Access Statistics for this chapter

More chapters in Springer Books from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().