Admittedly, most managers know their company's weak points. But there is often a lack of time or a clear idea of how certain challenges can be tackled. Or their own solutions were tried out without leading to the desired result. Especially in such cases, looking from outside helps.
According to my experience, challenges that can only be satisfactorily solved by changing the corporate strategy are particularly tricky. scaling, digitization, Use of artificial intelligence, changed processes, more effective communication channels, other working time models are examples of possible or necessary changes as part of the transformation of the economy — an issue also for SMEs.
However, many managers and management are uncertain whether and how the workforce will participate, whether they can afford certain measures financially and in terms of personnel at all, and what effects can be expected in the medium and long term.
As a management consultant, I help companies answer these questions without imposing ready-made solutions. Together, we analyse, for example, which priorities should be set, which investments are necessary or which continuing education, coaching or training would be useful for employees in order to pull together.
Another issue that concerns many SMEs is the regulation of generational change. Family businesses in particular are affected. Deloitte has a good overview of which questions and hurdles need to be considered in principle here in a overview report Straight to the point.
But the questions and challenges are different in every company: What to do if the succession from one's own family fails because younger family members want to take different paths or set up the company differently? In this case, how do you find management suitable for the industry? How can this cut be used to put important topics on the agenda and keep the company up to date?
On the latter point in particular, there is a current and worth reading Study by PwC, which I would like to recommend to you — if affected.
Not only big players, but also small business consultancies can help you develop and test conceivable and feasible scenarios for your company. Because here, too, there is a need for tailor-made solutions that involve the workforce and are accepted by customers. Not least because of this I have my latest book “The untapped advantage” written. Here I describe how companies can discover hidden opportunities and secure their competitive advantages through strategic partnerships and achieve sustainable growth.
