Strategy, liquidity, earnings: a company crisis can have various causes. Well-established crisis compliance shows the right steps to take in the individual situation. The risk of a crisis has increased significantly in recent years and more recently against the backdrop of the pandemic and the Ukraine war – even for seasoned companies. Moreover, in times of numerous high-profile corporate scandals, the liability claims of boards for misconduct have come into focus. Against this background, crisis compliance management is currently experiencing a strong upswing.
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Introducing new processes, mastering transformations, overcoming challenges: A company that is intensively concerned with itself can be highly satisfied with its performance. But where is the customer? The needs of customers change at least as fast as the markets. A company must keep up if it does not want to be left behind by the competition. This calls for a consistent change of perspective from time to time: the focus is not on the company and its products, but on the customer and his or her needs.
It’s the combination that makes the difference! Different skills, practical experience and solid expertise are the basis for our business. As diverse as our team is, our common basis is our affinity for medium-sized businesses and for the people who shape them.
Our Junior Consultant Lisa Schmitt
“Find people who will make you better.” – Michelle Obama
“Of course, we want to grow. We know our markets and we know which buttons to push” – this is a typical reaction of owners and managers of small and medium-sized companies when it comes to the planned development of their own company. After all, entrepreneurial success up to now has been based precisely on knowledge of the markets and has often been successfully implemented in the niche. But what happens when the company is faced with growth options that hold as many opportunities as risks?
Some companies take what feels like an eternity to prepare their annual financial statements. Other companies have prepared their annual financial statements one month after the balance sheet date – often also certified by the auditor. The “fast close”, i.e., the rapid preparation and – if necessary – the audit of the annual financial statements, provides stakeholders with timely information on the company’s assets, financial and earnings situation. Whether banks, suppliers, or management – up-to-date reporting is a competitive advantage and thus a real SME issue. How do you achieve high speed for your annual financial statement?
Up and down the country, companies are rumbling. There are already too few skilled workers and in the coming years masses of baby boomers will leave the labour market. The large vacancies that will arise here cannot be covered by the next generation by a long shot. In parallel, current topics such as digitalisation, sustainability or supply chains demand fundamental transformation processes from companies. New structures and competences are needed for all these challenges. This presents HR managers with the task of mastering the balancing act between the changed labour market and the changed corporate world. To do this, they need a systematic and structured approach to competences. Thus, competence management is increasingly moving into the focus of many companies. Never before has it been more urgent to know the competencies of employees and to develop personnel in a targeted manner in order to secure the company’s ability to act and innovate.
The new year marks the beginning of the annual financial reporting season. All companies that prepare financial reports have to deal with the issues surrounding the preparation of their annual financial statements. Even if many of those responsible are not aware of it: accounting compliance forms the foundation here. It ensures that all relevant accounting rules are recognized and applied, and that the company’s assets and liabilities are valued correctly, so that the annual financial report is prepared in accordance with the rules.
