In a city like Hamburg, where 600,000 square meters of office space sit vacant, only 29 listings are available for every 1,000 apartment searches, as reported by NDR in April 2024. The question arises: why not simply convert vacant spaces into housing? “Repurposing” is the frequently mentioned keyword, with “building within existing structures” as the guiding principle. Lower emissions and reduced embodied energy are also key goals. But converting office and commercial spaces into residential units—can it really be done? What characteristics must buildings have to make this feasible, and what regulations must be met? Where do the housing and office markets currently stand, which trends are here to stay, and what keeps the industry up at night? These are the topics discussed by Matias Otto, architect, project developer, partner, and Head of Real Estate at enomyc.
Hydrogen is considered one of the key energy carriers in the effort to transform industry and transportation sectors to be climate-neutral. According to the German government's National Hydrogen Strategy, ten gigawatts of electrolysis capacity are expected to be built in Germany alone by 2030. This would meet one-third to one-half of the domestic demand and require an almost unprecedented scaling of current capacities. While many view this plan as completely unrealistic, enomyc author Wolfram Hackbarth sees opportunities.
The much-anticipated economic upturn, recently forecasted by some economists, seems to be on hold for now. The rising number of bankruptcies also does not suggest a trend reversal anytime soon. Estimates predict at least 20 percent more business insolvencies this year. From over 1,400 projects, we know that corporate crises don't happen overnight. They usually follow a predictable pattern, and many could be entirely avoided if management adhered to a few key principles and activated the right levers at the right time. enomyc author Jan Ulrik Holsten explains what is essential in this process.
At first glance, the German MedTech industry seems to be doing well. It appears crisis-resilient, innovative, strong in exports, and optimistic. However, on a global scale, its business development seems to be slowing down. What is troubling the MedTech industry? How is its innovative strength? What about its future? enomyc, in collaboration with the German industry association SPECTARIS, the trade association for optics, photonics, analysis, and medical technology, surveyed over 40 companies in the industry. On the mood, strengths, and key levers of the German MedTech industry: an expert interview with Christian Zeller.
Many companies have faced an existential crisis in recent months due to challenging economic conditions, Germany's unique structural situation, and the lingering effects of the COVID-19 pandemic. The situation has been further aggravated by sharply rising capital costs, heightened risk aversion among financiers, and debt obligations from the pandemic period. According to enomyc author Dr. Stefan Frings, multiple crises present the perfect opportunity for decisive action.
Many companies have faced an existential crisis in recent months due to challenging economic conditions, Germany's unique structural situation, and the lingering effects of the COVID-19 pandemic. The situation has been further aggravated by sharply rising capital costs, heightened risk aversion among financiers, and debt obligations from the pandemic period. According to enomyc author Dr. Stefan Frings, multiple crises present the perfect opportunity for decisive action.
"I have never seen an OTC company in crisis that lacked pharmaceutical or product expertise," says marketing and sales expert Peter Klein. "Most of them lack digital know-how and digital marketing expertise." So what makes OTC products relevant? Why should pharmaceutical manufacturers see themselves as customer-centric companies? Insights and recommendations for action - now in an interview.
The real estate sector is currently facing one of the most severe crises in its history. In the short term, few expect a genuine recovery. What can companies do now to escape the industry's downward spiral? Christian Kuhs, founder and Business Development at Nordantech, discussed this with enomyc founder and Managing Partner Uwe Köstens and enomyc partner and real estate expert Matias Otto on the #SHIFTHAPPENS Podcast by Nordantech.
What effect does the family factor have on change processes in family businesses? Our partner Dr. Tim Bauer researched this topic years ago. In 2012, he completed his PhD on "Innovation Processes in Family Businesses." Prior to that, he worked at the Chair for Family Businesses, advised young founders, and studied renowned family businesses from the German Mittelstand. That he now advises family businesses in transformation processes is partly because he himself comes from a family business and managed the company for a decade with his brother.
Relocation, reshoring, offshoring, and rebuilding: The geographical shifts of internationally producing companies resemble a busy puzzle. While BASF closes facilities at its German headquarters and invests $10 billion in constructing a mega factory off the coast of southern China, Tesla explores alternatives to production sites in China and Taiwan. Meanwhile, Stellantis plans to scale down its electric vehicle production in China, and Neura Robotics is returning to its German headquarters from China this year. The reasons for these production relocations vary by industry, from high factor costs and geopolitical risks to tariff avoidance.
Whereas crises used to be exceptional, they have become a constant due to the pandemic and wars. Currently, they are also prevalent in companies. enomyc founder and Managing Partner Martin Hammer has witnessed far more than a thousand companies in crisis – and has successfully led many out of it. A conversation about the causes and symptoms of crises, and the Tarragona Strategy, a proven concept not only in medicine.
The StaRUG x Leoni AG case is making history in corporate restructuring. Specifically, it represents a paradigm shift. According to the summary of the restructuring plan, the expected return for the shareholders affected by the plan in the next best alternative scenario was 0%. This has never happened before. How has this case affected restructuring practices since then? Who are the winners and losers? And what opportunities or risks does StaRUG hold for LLCs? Ralf Ehret, Partner and Head of Debt Advisory, provides insights.
Optimizing the product range involves far more than just updating the product and service offering. Rather, it is about drawing a sharp line between profitable and market-relevant products and those that tie up resources without generating corresponding returns. Anyone who dares to take this step should not shy away from complex processes, comprehensive data analyses and a structured examination of market dynamics.
