Historically grown production networks can quickly become drivers of cost and complexity. Christian Zeller and Max Stehr explain when specific interventions make sense – from operational optimization to structural transformation. The key is a clear target picture that systematically aligns site roles, capacities and competitiveness.

An IDW S 6 concept is much more than just a formal restructuring report: When used correctly, it creates transparency, strengthens the confidence of financing partners, and lays the foundation for sustainable corporate management. Learn why integrated planning, robust business models, and clear governance are crucial today for securing financing and maintaining strategic agility.

After five months in the U.S. South, enomyc Managing Director Franz Wenzel offers a clear assessment: The market offers enormous opportunities for German SMEs—but demands speed, operational excellence, and a realistic understanding of competition, talent, and risks. A personal insight into the opportunities, challenges, and success factors for expansion into the U.S.

German SMEs are entering a new phase of consolidation. Succession, capital structure, and changing valuation logic are leading to a realignment of ownership and market positions. Those who recognize this dynamic early on can take advantage of strategic opportunities in a targeted manner.

Early crisis detection is becoming measurable—and thus a management task. IDW S 16 translates legal requirements into concrete standards for planning, risk transparency, and control. This article shows the consequences this has for managers, financiers, and strategic decisions.

Transformation rarely fails because of strategy—it fails because of a lack of leadership capacity in business-critical roles. In this interview, Anne Rienecker and Julia Hammer explain how People Advisory effectively supports companies in phases of growth, transformation, and complex transition. They also explain why sustainable impact requires more than just quick staffing.

Many medium-sized companies wait too long to respond to warning signs—and lose valuable time for successful restructuring. In this interview, Dr. Stefan Frings explains why CFO strength, reliable figures, and the courage to take far-reaching measures are crucial today in order to stop crises early on and secure room for maneuver.

2025 was a challenging year for many companies – marked by high dynamics and complex decisions. At the end of the year, we therefore compiled the top ten of our most discussed and strategically relevant technical articles: topics that were of particular concern to decision-makers in 2025 – and will continue to gain in importance in 2026.

For small and medium-sized enterprises, 2025 was characterized by volatility, uncertainty, and a challenging financing situation—but at the same time by greater professionalism in planning and management. In this interview, enomyc founders Martin Hammer and Uwe Köstens explain why 2026 will be a year of change and which priorities in financing, capital efficiency, operational excellence, and technology are now crucial.

The threat of a double dip, urgent transformation, banks putting the brakes on: “Outdated financing concepts are of little help now,” says Ralf Ehret, partner and head of debt advisory at enomyc. But what do companies need to anticipate now in order to act early, honestly, and smartly? A look at worst-case scenarios and dream scenarios from a debt advisor.

With the opening of its US office in Anderson, South Carolina, enomyc is taking an important strategic step in international consulting. In an interview, founder Martin Hammer and Managing Director Franz A. Wenzel explain why local American consulting expertise is a key success factor for the US market, what differences between European and American corporate and work culture are decisive, and how enomyc will provide even more targeted support to medium-sized companies in their global core markets in the future

Rising costs, a shortage of skilled workers, and dependence on Asia are putting pressure on Europe's small and medium-sized pharmaceutical companies. But while some are losing market share, others are using the crisis as an opportunity. Dr. Stefan Frings and Marius Stenzel show which five levers are now decisive for competitiveness and growth, from location strategy to digitalization.