Antirecessionary management

If the company is changing slower than the world around - the end is nigh.

Any crisis is the time for opportunities, an occasion to revise the strategy and to search for new development paths. We just need to properly handle this opportunity and get around to change before the situation becomes irreversible.

The crisis situation is not always a result of aggregation of internal mistakes or negative external impact. Sometimes it is a natural developmental disease that can and must be surmounted.

Naturally, the most obvious sign of business crisis is deterioration of financial and commercial performance: profitability goes down, capitalization is declining, the sales are falling, the market share is shrinking. Anyone will realize that the things look black. However, such evident symptoms are usually preceded by less pronounced indicators of the crisis.

Check yourself:

• All the key processes - and sometimes secondary - in the company are concentrated on you: work with top clients, procurement and production management, pricing, marketing, recruitment, writing off of old office equipment. If you do not delegate your powers, do not teach, do not share your experience and do not create a team of strong independent managers - the crisis is near at hand.
• The principal income of the company is generated by the products/technologies/services launched onto the market more than five years ago. This is really a cause for concern; and if you have changed nothing within a decade, it is time to ring the alarm, even if you have stable or satisfactory financial performance. If you have not introduced new technologies, have not offered new products, have not mastered new markets within recent years - then the crisis is around the corner.
• The company does not have an effective, consistently implemented strategy. The presentation paper that collects dust in the bottom drawer of your desk does not count. If there is no clear roadmap with assessment of key points - be sure that you are on a path leading to a crisis.
• Job titles do not correspond to the functionality, responsibility is separated from authority, there are no clear standards, permits and restrictions, there are no uniform laws of the game for all employees. As a result, not only you, but your people as well hardly understand their duties, responsibilities, the reasons of punishment or promotion. Chaos can bring results at the initial stage of business, but not now. And not in your company.
• The EBITDA or OIBDA or NOPAT, EBIAT, EBITA, EBTDAR and EBIDAF indices are steadily growing in the company. The top management team deservedly receives quarterly bonuses for this. But it turns out at the end of the fiscal year that the overall business performance is negative, and you personally have not earned anything. There is profit, but no money.
• You replaced the team of top managers - the whole of it or most of the executives. And six months later you replaced the team again. And now you are thinking of doing it again, but fear that the new people will be even worse.
• You trust only the chief accountant. The employee’s efficiency is assessed not by achieved results or money actually raised for the company, but by the accuracy of filling out the accounting reports and documents. This is a very desolate situation, almost a terminal one. But we can cope even with such cases.

The success of antirecessionary management depends 100% on the managerial willingness to change.

If you have such a will, then joint efforts will help you not only to overcome the crisis, but also to start a new stage in the company's life.

Quite often, our clients who have approached us for antirecessionary management remain with us further, reasonably trusting integrated business management to us.