enterprise restructuring view of an entrepreneur
DESCRIPTION
AIM 2011 Skopje, Sept 25, 2011. Enterprise Restructuring View of an Entrepreneur. Enterprise Restructuring. What is it ? ( general perception ) lay offs downsizing cost cutting no ( or shrinking ) markets financial crisis outdated products ………. - PowerPoint PPT PresentationTRANSCRIPT
![Page 1: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/1.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
Enterprise Restructuring
View of an Entrepreneur
AIM 2011 Skopje, Sept 25, 2011
![Page 2: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/2.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
Enterprise Restructuring
What is it? (general perception)
lay offs
downsizing
cost cutting
no (or shrinking) markets
financial crisis
outdated products………
![Page 3: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/3.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
Enterprise Restructuring
What is it?
bad (only?)
What to do?
Avoid it (and fire the boss!)
???
![Page 4: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/4.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
Enterprise Restructuring
What is „enterprise restructuring“?
= change of structure
what for?
why?
due to ……..
![Page 5: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/5.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
Enterprise Restructuring
No new productsNo new processesNo new customers, No new marketsNo new partnersBad overall economy…….
new productsnew processesnew customersnew marketsnew partnersgood overall economy……….
due to ……..
![Page 6: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/6.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
Enterprise Restructuring
What to do?
Timely entrepreneurial action(s)
4 short cases:
- SULZER-- LEM-- u-blox-- Hilti
![Page 7: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/7.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
SULZER then ……
• largest Swiss machine builder (33000 people, 5bn$)
• traditional; more than 150 years old
• global; factories in more than 15 countries
• high techn. skills in mechanics, fluid dynamics, materials (often technology leader)
• Key capabilitiy in mech. manufacturing (often centralized)
• „high product quality“ but (too) expensive • 28 product divions, very different markets
![Page 8: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/8.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
SULZER SULZER Corporation Corporation Net Profit per Share Preceeding PeriodNet Profit per Share Preceeding Period
MCHF
-25
0
25
50
75
-10 -9 -8 -7 -6 -5 -4 -3 -2 -1-11-50
![Page 9: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/9.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
2010 2015 2020
to extrapolate
5-year Plan
Vision
to retropolate
Degree of Change
Vision
![Page 10: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/10.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
Elaboration of the SULZER-Strategy by the Executive Management Team
Exec Mgmt Team
Strategy Committee
Strategy Structure
Key Issues Direction Organization
3 days 3 days 3 ½ days1. Retreat 2. Retreat 3. Retreat
1 day 1 day 1 day
![Page 11: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/11.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
![Page 12: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/12.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
Sulzer fokussiert 1988 - 1998
‘88
‘90
‘92
‘94
‘96
‘98
Sulzer MedicaSulzer
Orthopädie
Sulzer IndustrieSulzerRoteq
SulzerWT
SulzerTextil
SulzerInfra
akquiriert
desinvestiert
Produkteinheiten
SulzerCP
SULZER focussing (11 years)
acquired
divested
Strat. Business Units
01
03
05
07
09
11
![Page 13: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/13.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
competent
understandable
with self confidence
innovative
learning
on timeSustainable
Business
Success
accountable
Corporate Culture: Basis for lasting Success
![Page 14: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/14.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
Preceeding Period
-11-50
-25
0
25
50
75
-10 -9 -8 -7 -6 -5 -4 -3 -2 -1
Considered Period
0-50
-25
0
25
50
75
+1 +2 +3 +4 +5 +6+7+8 +9+10 +11
SULZER Corporation Net Profit per Share (in CHF)
![Page 15: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/15.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
LEM – Partenaire pour l’industrie, l’électrotechnique et la distribution d’électricité
De la capture et
la visualisation
des signaux, à leur
analyse pour
aboutir à la
décision
![Page 16: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/16.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
LEM – Partenaire pour l’industrie, l’électrotechnique et la distribution d’électricité
Founded / Start-up 1972 New Strategy 2002- technology adapter (not developer), mainly in Geneva (CH)- strictly focussed on b2b markets (components), global (APA,NAM,EU)- main manufacturing in China (as of 2005), rest in Geneva & Japan
Sales Growth 2002 – 2009: from 100 mio to 200 mio CHF Profit Growth : from 5 mio to 24 mio CHF netPeople from 600 to 1100
![Page 17: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/17.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
u – blox
Your position is our focus
Our Vision
We create instant positioning technologies and services that lead you to each and every corner of the globe. GPS Chips, GPS Modules and GPS – Services
combined with wireless communication
Applications• Automotive …….. • Mobile Terminals • Infrastructure• Cameras
![Page 18: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/18.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
u – blox
Your position is our focus
Start up / Business Plan in 1999
New Strategy in 2002 & 2010
- technology adapter (not developer) mainly in Thalwil (CH)
- niche markets globally (APA, NAM, EU)
- fabless (no own manufacturing)
- include communication (as of 2010)
Sales Growth 2002 – 2010 from 1 mio to 140 mio CHF
Profit Growth from neg. to 18 mio CHF
People from 10 to 200
![Page 19: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/19.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
12291
Entrepreneurial Value Creation: HILTI
… strives for enthusiastic customers ……… wants to be recognized as a value creator for its customers…
… active in the building / construction sector …….
![Page 20: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/20.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
Potential for Potential for improvement:improvement:
20%20%
TechnicallyTechnicallystraight forward, little straight forward, little competitioncompetition measure and
set marks28%
drill 17%
fill 10%
fix 10%
assemble 14%
finish 21%
Technically Technically demanding, demanding, fierce competition fierce competition
Potential for Potential for Improvement: Improvement:
4 %4 %
Innovations: How to get there? The Lead User Approach (by HILTI)
![Page 21: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/21.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich21
Strategic management process
I. Strategic Objectivesand Preparation
VI. Performance Management
II. Situation Analysisand Diagnosis
III. Strategic Options
VI. Strategy Identification
V. StrategyImplementation
![Page 22: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/22.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich22
Sustainable profitable growth
R Y G
G
Create enthusiastic customers
Act environmentally responsibleAct socially responsible
Growth Differentiation Productivity
Increased reach with MCS
Effective marketing
Worldwide growth
Develop new business
RYG Hold price premiums
Differentiated products
Differentiated services
Brand management
Direct customer relations/segmentation
Accelerate COGS reduction
Turnaround MR productivity
Improve PPM process efficiency
Improve SC productivity
Improve support productivity
People development
Continue culture journey
Develop from within
Attract and integrate great peopleGRY
RY
GRY
RYG
R Y G R Y
GR Y
GR YR Y G GR Y
GR Y
RYG
GRY
RYG
GRY
GRY
GRY
YGR
RYG
GRY
YGR
YGR
GRY
Balanced Scorecard – an example
![Page 23: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/23.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich23
Strategicperformance
Time
high
large
small
AnticipatoryReactive
Crisis
Source: [1] Nick Fry and Peter Killing, “Strategic Analysis and Action”, Fourth Edition, Prentice Hall Canada, 2000.
The change curve Entrepreneurial Implications
![Page 24: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/24.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich
Leader
vision
intuition
conviction
determination
courage
Do the right things
Manager+
objectives
allocation
knowledge
perseverance
organisation
Do things right
+ Communicator
Make them known
The Entrepreneur
![Page 25: Enterprise Restructuring View of an Entrepreneur](https://reader035.vdocuments.us/reader035/viewer/2022062423/56814bf6550346895db8ed2e/html5/thumbnails/25.jpg)
Prof. Fritz Fahrni, PhDTechnology Management and Entrepreneurship
Former CEO SULZER Corp.
Swiss FederalInstitute of TechnologyZurich