Inhaltsangabe:Abstract: Companies in today's business world are under a constant pressure: they have to get as close as possible to the customer, they have to become ever more flexible and they need to reduce costs. In order to face these challenges, some organisational structures are more likely to promise success than others. The characteristics of these structures are no secret, but companies often have the problem that they don't know how to put them into practice. The present work is intended to give an answer to this question. Having analysed what had been written about putting organisational change into practice 1 tested my ideas by a series of ten interviews which took place in companies of the German production sector. Six points were identified as essential: 1. The problem and the objectives of the project should be clear for all participants. 2. The company should dispose of enough time and financial resources as well as a trusting working climate and a supportive top and middle management. 3. Borderless communication is necessary, especially concerning the evolution of the change project and the personal consequences for each person. 4. The employees should be able to participate actively in elaborating the change project, in decision-making and in identifying possibilities to stimulate motivation. This participation should be reflected in an adequate bonus system. 5. Continuous training for all (laying special attention an group leaders) is important an such areas as group work, communication and motivation. The mentioned recommendations could be useful for the managers of companies which are thinking about a reorganisation. That would enable them to avoid mistakes made by other companies. The following mistakes were the most important ones: Impatience and the expectation that there will be a 'magic solution' (it might take up to five years to reach the desired state). The non-implication of the workforce in introducing the change process (result: the project is being blocked from their side). Lack of communication which creates rumours about the coming change process (result: anxiety is created and the best workers will try to find another job). Out of date bonuses which are not favourable in order to reach the company's global objectives (such as individual bonuses and 'competition stimulators' between groups). Inhaltsverzeichnis:Table of Contents: FOREWORD5 EXECUTIVE [...]

The Law and Practice of Restructuring in the UK and US is a practical guide to the restructuring of corporate debt and associated restructuring issues such as employees and pensions, from the perspective of both UK and New York law, the dominant systems of law in the world commercial and financial markets. At a time when many companies are looking at renegotiating and restructuring their debt agreements, this book provides a timely analysis of current techniques and likely developments in the field of corporate restructuring. An expert contributor team from both the US and UK combine their practical experience to cover all aspects of corporate restructuring. Through vivid exposure of the differences between the two jurisdictions, this book considers likely developments in the corporate restructuring landscape, for example the US Chapter 11 paradigm, as well as addressing lessons learned from past issues which are likely to feed into future develompents With coverage of techniques available to both stressed and distressed companies, as well as looking at specialist markets and key stakeholders, The Law and Practice of Restructuring in the UK and US is an invaluable guide for banking, finance and insolvency practitioners and their clients, both financial institutions and companies looking to restructure debt, as well as global accountancy firms and law and business schools worldwide.

The most up-to-date guide on making the right capital restructuring moves The Art of Capital Restructuring provides a fresh look at the current state of mergers, acquisitions, and corporate restructuring around the world. The dynamic nature of M&As requires an evolving understanding of the field, and this book considers several different forms of physical restructuring such as divestitures as well as financial restructuring, which refers to alterations in the capital structure of the firm. The Art of Capital Restructuring not only explains the financial aspects of these transactions but also examines legal, regulatory, tax, ethical, social, and behavioral considerations. In addition to this timely information, coverage also includes discussion of basic concepts, motives, strategies, and techniques as well as their application to increasingly complex, real-world situations. Emphasizes best practices that lead to M&A success Contains important and relevant research studies based on recent developments in the field Comprised of contributed chapters from both experienced professionals and academics, offering a variety of perspectives and a rich interplay of ideas Skillfully blending theory with practice, this book will put you in a better position to make the right decisions with regard to capital restructuring in today's dynamic business world.

A Practical Guide in Five Steps Most executives will lead or be a part of a reorganization effort (a reorg) at some point in their careers. And with good reason—reorgs are one of the best ways for companies to unlock latent value, especially in a changing business environment. But everyone hates them. No other management practice creates more anxiety and fear among employees or does more to distract them from their day-to-day jobs. As a result, reorgs can be incredibly expensive in terms of senior-management time and attention, and most of them fail on multiple dimensions. It’s no wonder companies treat a reorg as a mysterious process and outsource it to people who don’t understand the business. It doesn’t have to be this way. Stephen Heidari-Robinson and Suzanne Heywood, former leaders in McKinsey’s Organization Practice, present a practical guide for successfully planning and implementing a reorg in five steps—demystifying and accelerating the process at the same time. Based on their twenty-five years of combined experience managing reorgs and on McKinsey research with over 2,500 executives involved in them, the authors distill what they and their McKinsey colleagues have been practicing as an “art” into a “science” that executives can replicate—in companies or business units large or small. It isn’t rocket science and it isn’t bogged down by a lot of organizational theory: the five steps give people a simple, logical process to follow, making it easier for everyone—both the leaders and the employees who ultimately determine a reorg’s success or failure—to commit themselves to and succeed in the new organization.

This book provides a current overview and discussion about the meaning of the financing of the companies. It discusses the related challenges and provides ways to overcome them. The focus is on increasing the company's value. The book uses case studies to show how financial restructuring can be implemented in practice, thus paving the way for successful expansion. The book is written for restructuring professionals.

Corporate debt restructurings in the emerging markets have always presented special challenges. Today, as the global economy emerges from the COVID-19 pandemic and businesses look to pick up the pieces, this is even more true. For many, the financial hangover of the lockdowns and market disruptions linger and threaten their independence, even their survival. This peril is more acute in the emerging and frontier markets. Weaker economic fundamentals and institutional resiliency often intensify the challenge to return to pre-COVID-19 operating levels and financial sustainability. In this context, borrowers invariably must address the imbalance of substantial existing debt with the “new reality” of their business operations and revenues. This book, using case studies, presents a full, detailed narrative of a fictitious troubled bank in an emerging market, with characters, dialogues, and negotiations. It also includes a series of discussion questions with suggested answers, to draw out key issues from the case. In doing so, this initial narrative offers a substantive analysis of the five main phases and principles of a restructuring: (1) pre-restructuring, (2) the decision to restructure, (3) the case set-up, (4) structuring and negotiation, and lastly (5) implementation. In each chapter, the book outlines the main elements of the phases and shows how the elements are applied in practice. The book also presents separate chapters on exogenous shocks (with a focus on the COVID-19 pandemic as an example of such shocks), macroeconomics, and legal issues present in cross-border restructurings. It will be of interest to the international professional financial and legal community, primarily junior-to mid-level financiers, business people, and lawyers.

A compendium of forty five articles on the restructuring process intended as a guide for corporate directors and officers.