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Reorganization and the sometimes painful added value of the interim manager in Brazil
In Brazil, a reorganization is the optimization of fiscal, managerial or organizational conditions within a company. Turnaround is part of restructuring and not reorganization or transformation. This distinction is generally valid in Brazil and is based on the delimitations of the North American economic area. This may sometimes sound confusing with regard to the German-speaking economic area, since in this region there is usually no real distinction between reorganization and restructuring.
Sometimes radical change is needed. Companies are subject to dynamic change and this also affects management. The art of leadership, especially in reorganization and restructuring phases, lies in not just looking at a small window of time. Whether growth, crisis or restructuring - no phase is permanent, not even if the right things are done at the right moment.
In this article, however, we will look at the issue from a more fundamental perspective.
How dangerous can paradigms be in a crisis?
How dangerous can paradigms be in a crisis?
Can an industry-wide paradigm lead to business blindness? Under what conditions has a paradigm developed?
If you think about costs too late, you ruin your company. Those who always think about costs too early kill creativity. Cost-cutting measures must be taken when you are earning a lot of money. Once you're in the red, it's too late. Many years of experience can sometimes narrow the view. There are people who think they know the bird very well because they have seen the egg from which it crawled out.
Sometimes you have to pull out trees to see if the root is still there. After many years of the paradigm of uncompromising outsourcing of all functions, we realize after many projects that this way has to be decided anew in every case and has to be checked at regular intervals for its still existing advantages. Paradigms must not be retained for convenience.