News

The future depends on what we do today

Christmas and the turn of the year are a time for reflection. The last few years have been demanding for all of us in many respects, both in business and in our private lives. We would like to thank you, dear readers, dear business partners and especially our experts, our colleagues and our editors for your continued support and the always high level of interest in our interviews, professional articles and podcasts.

Digital Strategy

Best Practice for Digitization: RASTAL’s Smartglass®

Manufacturing companies can also act as solution providers through digitization. RASTAL has done well in proving this with its Smartglass® concept. How can products be digitized in a tangible way and innovations be successfully implemented?We met RASTAL’s managing partner Raymond Sahm and the strategy expert Dr. Stefan Frings of enomyc for an interview: what did it take to develop a good idea and to transform it into a functioning product with a profitable business model?

Strategy & Corporate Performance

Supply Chain Realignment - a ten-point action plan

The fate of our global supply chains has even occupied the tabloid press in recent weeks. As the coronavirus spread, it worried about empty supermarkets shelves, idle car factories, an entire economy on the verge of ruin. When an issue makes the leap from consultants’ presentations to, say, Germany’s Bild newspaper, the situation must be dramatic. But we shouldn’t tumble headlong into doing something – anything – to put things straight. The crisis has created different supply-chain problems for different industries, so we need different and sector-specific solutions.

Strategy & Corporate Performance

Supply chain realignment – different solutions for different problems

The fate of our global supply chains has even occupied the tabloid press in recent weeks. As the coronavirus spread, it worried about empty supermarkets shelves, idle car factories, an entire economy on the verge of ruin. When an issue makes the leap from consultants’ presentations to, say, Germany’s Bild newspaper, the situation must be dramatic. But we shouldn’t tumble headlong into doing something – anything – to put things straight. The crisis has created different supply-chain problems for different industries, so we need different and sector-specific solutions.

Strategy & Corporate Performance

Leadership in the Crisis

It seems as if proven process flows must now be catapulted directly into the future! The COVID-19 pandemic is forcing many companies to rethink established work processes and realign their organizational structures. How do entrepreneurs gain clarity now? How do they manage their company correctly? What does it take to redesign departments and processes intelligently, and what new opportunities can companies now also offer themselves?

Strategy & Corporate Performance

The Corona crisis from the perspective of an insolvency expert

The Corona crisis is changing our entire economic life to date. Every day, there is a new household name in the press that has filed for insolvency. At the same time, many healthy companies are having to take on extremely high levels of debt as a result of the crisis in order to survive at all.Will there also be international group insolvencies of large listed companies? Is the actual wave of insolvencies not expected until later - into 2021/22? And aren't some companies currently taking advantage of the situation to implement long overdue restructuring measures?We interviewed Dr. Tjark Thies, a specialist in insolvency law at Reimer Rechtsanwälte. How does he assess the current situation and its effects?

Strategy & Corporate Performance

How to Receive Privileged Financial Resources?

Will COVID-19 aid only be available to companies that were healthy and profitable before the crisis? Uwe Köstens, managing partner at enomyc, sees the danger that only those companies that are healthy, according to the KfW’s terms of allocation and EU regulations, will be able to benefit from privileged financial programs. How does he see the current situation? How does he see the future, and what has the current situation prompted him to do? A commentary.

Strategy & Corporate Performance

Coronavirus: Existential measures in practice

How can some of our 8 recommendations for action to safeguard livelihoods be implemented in manufacturing companies in specific terms? Dr. Stefan Frings, partner at enomyc, talks about this in our current podcast episode:How can companies create liquidity that secures their existence now? What new market opportunities can even arise from interrupted supply chains? Why is communication in the Corona crisis one of the "rapid actions" and how does a task force function now at best?

Strategy & Corporate Performance

Coronavirus: “The Need for Liquidity Is Enormous”

His legal advice and his experience as a restructuring expert are much sought after:enomyc CEO, Martin Hammer, conducted an interview with Dr. Lars Westpfahl, restructuring expert at the law firm Freshfields, about the economic effects of the COVID-19 crisis. The focus was on topics such as: Are the politics of cheap money taking their revenge now? Do only the systemically important corporations fit under the corona umbrella? Will the preventive restructuring framework now be implemented more quickly? And what can German SMEs expect? Learn more!

Strategy & Corporate Performance

Coronavirus: The economic impact from a consultant's perspective

The coronavirus is currently the number one topic - and it is clearly in the spotlight here as well: Will the billions in financial aid and the tax policy measures of the German government be sufficient to cushion the effects of the pandemic? What specific questions are companies and financial institutions facing, and which instruments should companies now make greater use of to secure their liquidity?

Get industry insights now!