Activist Shareholders – The role of the mean dwarfs in SME companies

Management is facing investors, engaging directly in strategy and operations. The perception of Activist Shareholders is ambivalent. The impact on the company can vary from delivering higher returns but also causing significant inefficiencies. For the management, it is a thin line, how to answer to calls from shareholders, in order not to disconnect from its investors, but also not... Continue Reading →

All investors are equal, but some are more equal than others

The common understanding of investors is over-simplified. Authorities disregard irrationalities, as well as degrees of financial sophistication. The idea, of an idealized rational investor is flatten out the spectrum of different investor types. This creates misalignment with regulations as well complexity for investor relations. Current research identifies five major types of investors, based on behavioural... Continue Reading →

The Board of Non-Executive Directors – Toothless Tiger or Turbo for growth and corporate development

The Board of Non-Executive Directors (BoD) can contribute significantly to the long-term and sustainable growth of a firm and offers similar benefits as good (and expensive) top consultants or strategic departments in the corporate landscape. The role and composition of the BoD determines success or failure in everyday life. On the other hand, increasing competition,... Continue Reading →

All good things come to an end – lack of strategy is the major cause of death in the corporate world

Following the right strategy is the key for long term going concern of a firm. As markets keep ever-changing, for mature companies, it’s vital to review the implemented strategies and also foster adaptability to new market conditions; whereas Start Ups are observed to launch with mistaken market assessments and competitive strategies into the rough waters of competition. Both observations... Continue Reading →

We have all read the same books?! – Yet, performance in turnaround management varies widely.

If the executive team gets stuck in any of the five stages of the "process of depression" during the turnaround management, it is likely to lead to bankruptcy of the firm. Individual psychological deficits (e.g. narcissistic characteristics) can be a reason for not reaching the state of Acceptance, more often, it is observed, the turnaround management consumes too... Continue Reading →

How long should it take, to turnaround a company?!

Steve Tobak from CBS MoneyWatch identifies three phases for a turnaround, whereas the most important initial starting point of the turnaround process is forgotten. When on-boarded, stopping the firm's downward trend is critical and the core objective of the turnaround CEO. This aims for multiple stakeholders, including investors, employees, customers and suppliers; it is for the... Continue Reading →

The Autopsy of a Start-up bankruptcy (case study)

In autumn 2014 another promising and emergent Swiss Start-up filed for bankruptcy. Sadly, this is rather the rule than the exception. As out of every 11 serious ideas, only one succeeds. This delivers an attrition rate of approximately 90%. From the investor's perspective the numbers are even more frustrating, as "survival" is something significant different... Continue Reading →

The digital disruption of the national state

The concept, society has been arranged and governed by, for the past couple of hundred years, is disrupted by the digital transformation. This is happening right now. Today.   It is doubtful, if political leaders have anticipated this, nor, if they will be qualified to manage through the increasing uncertainties and eroding governance. As the link between governance of society... Continue Reading →

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