{"id":7603,"date":"2021-02-03T09:58:12","date_gmt":"2021-02-03T08:58:12","guid":{"rendered":"https:\/\/www.organisator.ch\/?p=7603"},"modified":"2021-02-03T09:58:12","modified_gmt":"2021-02-03T08:58:12","slug":"das-new-normal-in-familienunternehmen-teil-2-krise-als-chance","status":"publish","type":"post","link":"https:\/\/www.organisator.ch\/it\/management\/2021-02-03\/das-new-normal-in-familienunternehmen-teil-2-krise-als-chance\/","title":{"rendered":"La \"nuova normalit\u00e0\" nelle imprese familiari, parte 2: la crisi come opportunit\u00e0"},"content":{"rendered":"
\"\"
Non \u00e8 una strada a senso unico: usare la crisi come un'opportunit\u00e0 apre nuove strade. (Immagine: Pixabay.com)<\/figcaption><\/figure>\n

Siamo stati positivamente sorpresi nell'aprile 2020 dal fatto che abbiamo avuto un consenso come famiglia e tra gli azionisti fin dall'inizio: Covid-19 non \u00e8 l'Armageddon per la nostra azienda e quindi non per il nostro patrimonio familiare imprenditoriale. Questo atteggiamento positivo ci ha reso pi\u00f9 facile imparare da altre imprese familiari.<\/p>\n

La crisi usata come opportunit\u00e0<\/strong><\/h2>\n

Abbiamo esaminato da vicino le misure operative per combattere e prevenire le crisi, come il passaggio ai ventilatori di Viessmann, un produttore di riscaldamento ricco di tradizione. Qui, la calligrafia della generazione che subentrava era chiaramente visibile. Molti membri della Next Generation sono stati in grado di utilizzare la crisi come un'opportunit\u00e0 per assumere una maggiore responsabilit\u00e0 imprenditoriale.<\/p>\n

Per quanto riguarda le strategie di crisi a lungo termine, abbiamo guardato alle imprese familiari che hanno dovuto superare le crisi globali diverse volte nella loro lunga storia e hanno anche colto le opportunit\u00e0 imprenditoriali nel processo. Alimentare questo atteggiamento ottimista e questa convinzione rimane uno dei nostri pi\u00f9 importanti compiti di leadership nel gruppo degli azionisti, nel consiglio di sorveglianza e nel consiglio esecutivo.<\/p>\n

Abbiamo imparato che pi\u00f9 la squadra condivide i nostri valori e convinzioni, pi\u00f9 \u00e8 facile e migliore superare i momenti difficili. Anche l'immagine della nostra leadership si \u00e8 spostata in questa direzione: Lontano dal timoniere fisso sul posto a un \"Jedi\" flessibile che \u00e8 anche impegnato nella nostra cultura aziendale in modo positivo nella cooperazione virtuale.<\/p>\n

Equity ratio e responsabilit\u00e0<\/strong><\/h2>\n

Il nostro rapporto di capitale proprio, che la nostra banca di casa ci ha sempre imputato di essere \"troppo alto\" per molti anni, ci ha facilitato la rinegoziazione delle nostre esigenze finanziarie e di liquidit\u00e0 a buone condizioni proprio con questa banca l'anno scorso. Questo ci ha anche incoraggiato ad andare sempre per la nostra strada. Alla fine, nessuno tranne noi pu\u00f2 dire cosa \u00e8 giusto per noi e per la nostra azienda. E siamo felici di assumerci questa responsabilit\u00e0. All'AGM dell'estate 2020, noi come azionisti abbiamo concordato all'unanimit\u00e0 una rinuncia ai dividendi per i prossimi sette anni, abbiamo approvato un sostanziale prestito per gli azionisti e \"congelato\" i conti degli azionisti per i prossimi tre anni.<\/p>\n

Non sono stato l'unico a sorprendersi del fatto che, in vista della pandemia, sia diventato possibile un dialogo costruttivo sui vantaggi e gli svantaggi della partecipazione di capitale esterno. Oggi, discutiamo di modelli di partecipazione con altre famiglie di imprenditori molto pi\u00f9 apertamente di prima. \u00c8 molto gratificante che noi, come azionisti, ci stiamo avvicinando al nostro obiettivo di sottrarre pi\u00f9 beni al rischio imprenditoriale e allo stesso tempo essere in grado di contribuire attivamente all'ulteriore sviluppo positivo della nostra azienda familiare.<\/p>\n

Professionalit\u00e0 finanziaria<\/strong><\/h2>\n

La capacit\u00e0 di sopportare i rischi finanziari e le cifre chiave associate hanno oggi una rilevanza e una qualit\u00e0 completamente nuove per gli azionisti, la supervisione aziendale e il consiglio di amministrazione. Vediamo anche la professionalit\u00e0 finanziaria come uno dei principali vantaggi della partecipazione esterna. Questo aumento di conoscenze rafforzerebbe, tra l'altro, un punto molto critico per la sopravvivenza della nostra impresa familiare attraverso una migliore gestione della liquidit\u00e0 e dei flussi di cassa - un pensiero impensabile prima della crisi.<\/p>\n

In retrospettiva, abbiamo tratto grande vantaggio nella gestione delle crisi dal nostro accordo nella costituzione della famiglia, perch\u00e9 come azionisti eravamo gi\u00e0 relativamente indipendenti dal patrimonio \"fiduciario\" della famiglia nella nostra formazione del patrimonio.<\/p>\n

Qui va a Parte 1<\/a><\/em><\/p>\n

Clicca qui per la parte 3<\/em><\/a><\/p>\n

Clicca qui per la parte 4<\/em><\/a><\/p>\n

Clicca qui per la parte 5<\/em><\/a><\/p>\n

Autori:<\/em><\/strong><\/p>\n

\"\"<\/strong><\/p>\n

Christian Schiede\u00a0<\/strong>consiglia e sostiene le famiglie imprenditoriali e le imprese familiari dal 2003, aiutandole a rafforzare la coesione, aumentare la competitivit\u00e0 e garantire il valore. Contatto:\u00a0www.schiede.com<\/a>;\u00a0schiede@shpadvisors.com<\/a><\/em><\/p>\n

\"\"<\/p>\n

Bastian Schneider\u00a0<\/strong>dal 2000 sostiene gli imprenditori e i team di gestione a rafforzare i loro marchi dall'interno e a guidare le loro organizzazioni e il loro business nel futuro da questa prospettiva. In pi\u00f9 di 30 industrie. In Germania, Austria e Svizzera. Contatto:\u00a0www.brandleadership.ch<\/a>;\u00a0bastian.schneider@brandleadership.ch<\/a><\/em><\/p>","protected":false},"excerpt":{"rendered":"

Wir waren im April 2020 positiv \u00fcberrascht, dass wir als Familie und unter den Gesellschaftern von Anfang Konsens hatten: Covid-19 ist kein Armageddon f\u00fcr unser Unternehmen und damit auch nicht f\u00fcr unser unternehmerisches Familienverm\u00f6gen. Diese positive Grundhaltung hat es uns erleichtert, von anderen Familienunternehmen zu lernen. Krise als Chance genutzt Wir haben uns operative Ma\u00dfnahmen […]<\/p>\n","protected":false},"author":4,"featured_media":7605,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_yoast_wpseo_focuskw":"Krise als Chance","_yoast_wpseo_metadesc":"Krise als Chance nutzen: Verm\u00f6genssicherung und Wertentwicklung unter g\u00e4nzlich neuen Pr\u00e4missen. Teil 2 von \"New Normal\" in Familienunternehmen.","articlekey":"","footnotes":""},"categories":[28],"tags":[132,315,335],"class_list":["post-7603","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management","tag-coronavirus","tag-krisenmanagement","tag-management-und-unternehmensfuehrung"],"acf":[],"yoast_head":"\nDas \u00abNew Normal\u00bb in Familienunternehmen, Teil 2: Krise als Chance - Organisator<\/title>\n<meta name=\"description\" content=\"Krise als Chance nutzen: Verm\u00f6genssicherung und Wertentwicklung unter g\u00e4nzlich neuen Pr\u00e4missen. 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