Financial and Operational Restructuring
Restructurings vs. TurnaroundsMany restructuring projects (with balance sheet redesign) have simultaneous turnaround characteristics (including P&L/operational redesign), but not all. For example, some companies may have restructuring requirements concentrated to loan portfolios or corporate structure without significant impact on day-to-day operations.
Restructurings as a Strategic Change ToolRestructurings are also on the agenda when a company changes its core strategy and consequently wants to spin-off or divest a company or business unit. This may require a complex re-allocation of assets – or changes in production strategy, suppliers, financing or capital structure – which include many elements of a full restructuring. A de-merger has the same characteristics.
The below illustration shows how the effects of recessions drive the second order consequences which typically initiate the need for restructurings: low capacity utilizations, low corporate valuations and unavailable financing.
Project management of restructurings typically requires the balancing of interests between various stakeholder groups such as owners, creditors and banks/corporate lenders.
Other Relevant Articles
See Download Center: White Paper #1: Post-Merger Integrations - About Synergies and Poor Judgment; White Paper #3: Strategy and Implementation - and the Lack of Results; White Paper #5: Buy-Side M&A (mergers and acquisitions); White Paper #6: Sell-Side M&A (divestitures, trade-sales and mergers); or White Paper #7: Should You Choose Financial or Industrial Investors/Owners?.
- 15+ complex negotiations/restructurings – both crisis and strategy oriented. Focus on redesign and implementation of radical changes in balance sheets, corporate business portfolios, company structures and capital structure/financing.
- Balance sheet size of US$30-400M.