{"id":8143,"date":"2025-07-11T09:20:41","date_gmt":"2025-07-11T07:20:41","guid":{"rendered":"https:\/\/executive-interim-partners.de\/?p=8143"},"modified":"2025-09-26T09:43:06","modified_gmt":"2025-09-26T07:43:06","slug":"crisis-competence-in-the-company","status":"publish","type":"post","link":"https:\/\/executive-interim-partners.de\/en\/general\/crisis-competence-in-the-company\/","title":{"rendered":"Crisis Competence in the Company"},"content":{"rendered":"\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-m6tgvm5i-41e92675fa5e18b81252be82ca16400d\">\n.avia-section.av-m6tgvm5i-41e92675fa5e18b81252be82ca16400d .av-parallax .av-parallax-inner{\nbackground-repeat:no-repeat;\nbackground-image:url(https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2025\/07\/Krisenkompetenz.jpg);\nbackground-position:100% 50%;\nbackground-attachment:scroll;\n}\n<\/style>\n<div id='av_section_1'  class='avia-section av-m6tgvm5i-41e92675fa5e18b81252be82ca16400d 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.av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-mc4hpw29-13f14d9c942fa8f1d046041f8d4d8ef7 av-special-heading-h3 blockquote modern-quote  avia-builder-el-5  el_after_av_button  el_before_av_hr  av-linked-heading'><h3 class='av-special-heading-tag'  itemprop=\"headline\"  ><a class=\"av-heading-link\" href=\"https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2025\/07\/krisenkompetenz-im-unternehmen-2025-29.06.2025-update-en.pdf\" target=\"_blank\" rel=\"noopener noreferrer\">Download study<\/a><\/h3><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-2mq08a-81f3b2f6726200d0b7cf2c7a98a3e94a\">\n#top .hr.hr-invisible.av-2mq08a-81f3b2f6726200d0b7cf2c7a98a3e94a{\nheight:10px;\n}\n<\/style>\n<div  class='hr av-2mq08a-81f3b2f6726200d0b7cf2c7a98a3e94a hr-invisible  avia-builder-el-6  el_after_av_heading  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.av-special-heading.av-m6tgv4t4-975ad51ee1ece20ac710836d1e437870{\npadding-bottom:10px;\ncolor:#ffffff;\n}\nbody .av-special-heading.av-m6tgv4t4-975ad51ee1ece20ac710836d1e437870 .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-m6tgv4t4-975ad51ee1ece20ac710836d1e437870 .special-heading-inner-border{\nborder-color:#ffffff;\n}\n.av-special-heading.av-m6tgv4t4-975ad51ee1ece20ac710836d1e437870 .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-m6tgv4t4-975ad51ee1ece20ac710836d1e437870 av-special-heading-h1 custom-color-heading blockquote modern-quote modern-centered  avia-builder-el-9  el_before_av_textblock  avia-builder-el-first '><h1 class='av-special-heading-tag'  itemprop=\"headline\"  >CRISIS COMPETENCE IN THE COMPANY<\/h1><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-m6tgvvw5-8eb762c19c1855dea0c0ffa58a32592a\">\n#top .av_textblock_section.av-m6tgvvw5-8eb762c19c1855dea0c0ffa58a32592a .avia_textblock{\ncolor:#ffffff;\n}\n<\/style>\n<section  class='av_textblock_section av-m6tgvvw5-8eb762c19c1855dea0c0ffa58a32592a '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock av_inherit_color'  itemprop=\"text\" ><p style=\"text-align: center;\">Management between Restructuring and Insolvency<\/p>\n<\/div><\/section><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-4il7tbh-4d5e349d5fa42e46afa636afeb745462\">\n.avia-image-container.av-4il7tbh-4d5e349d5fa42e46afa636afeb745462 img.avia_image{\nbox-shadow:none;\n}\n.avia-image-container.av-4il7tbh-4d5e349d5fa42e46afa636afeb745462 .av-image-caption-overlay-center{\ncolor:#ffffff;\n}\n<\/style>\n<div  class='avia-image-container av-4il7tbh-4d5e349d5fa42e46afa636afeb745462 av-styling- 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id=\"style-css-av-4h7u4el-1d6a12224a556519becde04b4bbb37a5\">\n.avia-image-container.av-4h7u4el-1d6a12224a556519becde04b4bbb37a5 img.avia_image{\nbox-shadow:none;\n}\n.avia-image-container.av-4h7u4el-1d6a12224a556519becde04b4bbb37a5 .av-image-caption-overlay-center{\ncolor:#ffffff;\n}\n<\/style>\n<div  class='avia-image-container av-4h7u4el-1d6a12224a556519becde04b4bbb37a5 av-styling- avia-align-center  avia-builder-el-12  el_after_av_image  avia-builder-el-last '   itemprop=\"image\" itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/ImageObject\" ><div class=\"avia-image-container-inner\"><div class=\"avia-image-overlay-wrap\"><img decoding=\"async\" class='wp-image-6356 avia-img-lazy-loading-not-6356 avia_image ' src=\"https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2023\/01\/eip-2.png\" alt=\"Crisis Competence in the Company\" title='eip-2'  height=\"160\" width=\"2704\"  itemprop=\"thumbnailUrl\" srcset=\"https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2023\/01\/eip-2.png 2704w, https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2023\/01\/eip-2-300x18.png 300w, https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2023\/01\/eip-2-1030x61.png 1030w, https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2023\/01\/eip-2-768x45.png 768w, https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2023\/01\/eip-2-1536x91.png 1536w, https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2023\/01\/eip-2-2048x121.png 2048w, https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2023\/01\/eip-2-1500x89.png 1500w, https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2023\/01\/eip-2-705x42.png 705w\" sizes=\"(max-width: 2704px) 100vw, 2704px\" \/><\/div><\/div><\/div><\/p><\/div><div  class='flex_column av-4fzh44d-72448c950a2dfb36eb521f9e785e19ae av_one_fifth  avia-builder-el-13  el_after_av_three_fifth  el_before_av_one_fifth  flex_column_div  '     ><\/div>\n<div  class='flex_column av-4coms25-c50172f4a0c46a82be044f57166ea8ab av_one_fifth  avia-builder-el-14  el_after_av_one_fifth  el_before_av_three_fifth  first flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-fg731p-bbaf230eb6f44965ec06a264b29a77bb av_three_fifth  avia-builder-el-15  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><section  class='av_textblock_section av-m6tgxan6-f223febea009d2ad83c6a84f9df5633b '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p style=\"text-align: center;\"><strong>CRISIS COMPETENCE IN THE COMPANY:<\/strong><\/p>\n<p style=\"text-align: center; color: #86223b;\">Management between restructuring and insolvency<\/p>\n<\/div><\/section><\/div>\n<div  class='flex_column av-f9bj0d-f8b8e4d3853a76d16007b79baf364fa9 av_one_fifth  avia-builder-el-17  el_after_av_three_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-4768i59-4e16e6b5443c14c6c4a47e31cb951ed4 av_one_fifth  avia-builder-el-18  el_after_av_one_fifth  el_before_av_three_fifth  first flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-45s1vkd-12710889bb1ad44178f78b11a0d77533 av_three_fifth  avia-builder-el-19  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><section  class='av_textblock_section av-m6tgyif1-1fe4f87a0993017f2533964c0121a715 '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock blocksatz'  itemprop=\"text\" ><p>The number of corporate insolvencies in Germany has risen sharply again over the past three years . According to Creditreform, 11,900 companies had already filed for insolvency in the first half of 2025 . This shows that the downward trend in insolvency cases observed since 2003 has definitely come to an end. Since 2003, the number of cases fell continuously from a peak of over 39,000 to around 18,800 cases in 2019, reaching a historic low during the COVID-19 pandemic in 2021. The latter was primarily due to extensive government support measures and the suspension of the obligation to file for insolvency during the COVID years. Since then, insolvencies have been rising again, already reaching a worrying level of 22,400 in 2024. A further increase is expected for the full year 2025.<\/p>\n<\/div><\/section><\/div>\n<div  class='flex_column av-43dbvl9-6519596aba63591aa67158bf4e867055 av_one_fifth  avia-builder-el-21  el_after_av_three_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-3xhmkb1-b653ff402e8cb516ba239f600bbd1010 av_one_fifth  avia-builder-el-22  el_after_av_one_fifth  el_before_av_three_fifth  first flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-3vcf2kt-5a9d26e5588c9bfd90731d174dcb5e18 av_three_fifth  avia-builder-el-23  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><section  class='av_textblock_section av-m6th6qss-fa5625c7543202b53fafc264b2a8119d '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p style=\"text-align: center;\"><strong><em>\u201cStructural problems at Germany\u2019s business location are driving the number of corporate insolvencies\u201d<br \/>\n<\/em><\/strong><\/p>\n<\/div><\/section><\/div>\n<div  class='flex_column av-3tyst0t-b0a7140508c428a545aa7f1164129174 av_one_fifth  avia-builder-el-25  el_after_av_three_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-3qrncwt-73691330d0dc72d12c3c79792ee029d9 av_one_fifth  avia-builder-el-26  el_after_av_one_fifth  el_before_av_three_fifth  first flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-3p6mw0t-6392c0ca0c27b4b0be8f615c59ec3076 av_three_fifth  avia-builder-el-27  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><section  class='av_textblock_section av-m6th7ihz-609d70fc07e11c2729ef812d81d80328 '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock blocksatz'  itemprop=\"text\" ><p>This development is not predominantly due to cyclical economic causes, nor is it mainly caused by the numerous international crises. Rather, it must be assumed that this is a structural crisis of Germany as a business location. High energy prices as well as heavy tax and social security burdens, declining education standards, poor infrastructure, stagnating productivity, and high labor costs are all weighing on competitiveness. Even if the government\u2019s debt-financed spending programs worth trillions currently in preparation will create temporary stimulus effects, no fundamental improvement in location conditions can be expected in the coming years, and further \u201cwaves of bankruptcies\u201d are therefore likely.<\/p>\n<p>Against this background, insolvency prevention and management should be part of the standard competence repertoire of executive boards and management teams. Especially in times of crisis, the goal must be to preserve value, secure jobs, and protect the claims of creditors.<\/p>\n<p>But what are the special skills and competencies that a management team needs during a crisis? First, it must be noted that corporate crises are often detected too late. Necessary countermeasures can then no longer take effect in time. This can be due to a lack of crisis experience within the management team or an analysis of the situation influenced by wishful thinking and misinformation.<\/p>\n<p>Often, it is internal company failures that amplify external factors \u2014such as a sudden drop in demand\u2014and thus accelerate the corporate crisis. For example, inadequate controlling or poor receivables management can hinder timely collection of outstanding payments. In addition, insufficient insurance coverage, poorly drafted terms and conditions, lack of market monitoring, and failure to reduce costs in times of declining revenues are frequent issues.<\/p>\n<\/div><\/section><\/div>\n<div  class='flex_column av-3nya3gd-d8a314b76e0752410d3ef5ed29905f2c av_one_fifth  avia-builder-el-29  el_after_av_three_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-3m4vexp-13f7a4552f4dd9d6adeec5da75dc8e3f av_one_fifth  avia-builder-el-30  el_after_av_one_fifth  el_before_av_three_fifth  first flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-4lcv9p-a40b342b8f2d9d590d7e61612bce8c91 av_three_fifth  avia-builder-el-31  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><section  class='av_textblock_section av-m6uod7pi-1ddc39700b38f772799e4f74e8d159f9 '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p style=\"text-align: center;\"><strong><em>\u201cPre-insolvency crisis management requires specific competencies in the management team: legal expertise, strategic negotiation skills, and operational execution capability.\u201d<\/em><\/strong><\/p>\n<p style=\"text-align: center;\"><strong><em>\u00a0<\/em><\/strong><\/p>\n<\/div><\/section><\/div>\n<div  class='flex_column av-3i8c9b1-1a00a36075d567a812fc6b71453d423e av_one_fifth  avia-builder-el-33  el_after_av_three_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><\/div>\n<div class='flex_column_table av-3eqhv65-7d71d65dc6f99ad69daaa8bf7cb4f958 sc-av_one_fifth av-equal-height-column-flextable'><div  class='flex_column av-3eqhv65-7d71d65dc6f99ad69daaa8bf7cb4f958 av_one_fifth  avia-builder-el-34  el_after_av_one_fifth  el_before_av_three_fifth  first flex_column_table_cell av-equal-height-column av-align-middle  column-top-margin'     ><\/div>\n<div class='av-flex-placeholder'><\/div><div  class='flex_column av-3d4ayi5-7896d810e99a998bd2665c2d8939abe4 av_three_fifth  avia-builder-el-35  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_table_cell av-equal-height-column av-align-middle  column-top-margin'     ><section  class='av_textblock_section av-3b8nor1-fe9f0535ed7167b66bd6ed2e80b2fd03 '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock blocksatz'  itemprop=\"text\" ><p>When a company slides into distress or faces imminent insolvency, special competencies are required in the management team. Knowledge of both court-supervised and out-of-court crisis resolution procedures\u2014from out-of-court settlements and preventive restructuring (StaRUG) to formal insolvency proceedings\u2014is indispensable. Management must first conduct a thorough analysis of the company\u2019s situation. Based on this, it prepares a detailed restructuring concept, for example in the form of an IDW S6 expert opinion. Management will also engage in complex negotiations with capital providers, banks, and key customers and suppliers, aiming to avoid insolvency if possible. This typically requires calculating various scenarios and deriving negotiation positions accordingly. In fact, pre-insolvency crisis management is largely about orchestrating, preparing, and professionally conducting negotiations. When over-indebtedness or illiquidity is imminent, company directors act under the shadow of personal liability risk , making continuous insolvency law advice essential at this stage. Both a preventive out-of-court solution involving contributions from capital providers and other stakeholders, and the StaRUG procedure, require creativity and the ability to develop tailor-made restructuring solutions.<\/p>\n<\/div><\/section><\/div>\n<div class='av-flex-placeholder'><\/div><div  class='flex_column av-pd70yy-ec4baad5facfc415fc23ed9486a938ff av_one_fifth  avia-builder-el-37  el_after_av_three_fifth  el_before_av_one_fifth  flex_column_table_cell av-equal-height-column av-align-middle  column-top-margin'     ><\/div><\/div>\n<div  class='flex_column av-38n0mq5-1595c26126e7ae0fd11c7a681abc3f12 av_one_fifth  avia-builder-el-38  el_after_av_one_fifth  el_before_av_three_fifth  first flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-oelqq2-f59114196c1e5f07bbd99ce930910294 av_three_fifth  avia-builder-el-39  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><section  class='av_textblock_section av-m9bh3j0m-be128227419c31369a4ae46f265a7432 '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p style=\"text-align: center;\"><strong><em>\u201cCreditors often request the appointment of an experienced Chief Restructuring Officer (CRO).\u201d<\/em><\/strong><\/p>\n<\/div><\/section><\/div>\n<div  class='flex_column av-57tzct-0921020587eab40dfed8f258e4a8928d av_one_fifth  avia-builder-el-41  el_after_av_three_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-35khpzh-539ae41cb5f44cac2111b50cff1f6040 av_one_fifth  avia-builder-el-42  el_after_av_one_fifth  el_before_av_three_fifth  first flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-33ncfsd-2b3929ec3440223e8b3c1e2f45d2f135 av_three_fifth  avia-builder-el-43  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><section  class='av_textblock_section av-32o22rh-c5f7e09ff2ba8290eb69efe85119d1c9 '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock blocksatz'  itemprop=\"text\" ><p>If insolvency cannot be avoided, management can apply to the competent insolvency court for so-called \u201cself-administration.\u201d The prerequisites for this are a sound financial plan covering the next six months and a restructuring concept outlining the causes of the crisis, the objectives of self-administration, and the planned measures. In self-administration, management retains administrative and disposal powers, i.e., the existing management team remains in office. The insolvency court appoints a trustee who supervises management and takes on certain procedural tasks. Continuity in management helps avoid unnecessary destruction of value through preventable disruptions, thereby increasing the chances of successful restructuring. However, this requires that the management team is even capable of preparing self-administration proceedings in a timely and high-quality manner. These tasks must often be completed under significant stress. It is advisable to bring in an experienced restructuring professional to ensure compliance with insolvency law requirements. Creditors frequently wish to see an experienced Chief Restructuring Officer (CRO) appointed. The self-administration team must conduct the proceedings in alignment with the interests of the creditors and liquidate available collateral to satisfy their claims.<\/p>\n<p>If the prerequisites for insolvency under self-administration are not met, a standard insolvency procedure becomes almost unavoidable. Once such proceedings are opened, the power of management and disposition is transferred to the insolvency administrator. The company\u2019s management is no longer authorized to make decisions. Although insolvency administrators may, in some cases, accept support from the existing management, they often take over the operational organization independently.<\/p>\n<\/div><\/section><\/div>\n<div  class='flex_column av-30c1tb1-fcb53063d9125d330c0403c831261b43 av_one_fifth  avia-builder-el-45  el_after_av_three_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-n347ii-5b5d345a902f6e9ca4fea579a984bcdd av_one_fifth  avia-builder-el-46  el_after_av_one_fifth  el_before_av_three_fifth  first flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-24d7ne-ed4e9dda4f7f89143a62143f9d0952af av_three_fifth  avia-builder-el-47  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><section  class='av_textblock_section av-m9bh7681-f7f6bec8117adb1c02f96a6b1a68072a '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p style=\"text-align: center;\"><strong><em>\u201cBest-practice standards have emerged for pre-insolvency and out-of-court crisis management.\u201d<\/em><\/strong><\/p>\n<\/div><\/section><\/div>\n<div  class='flex_column av-1u6hhm-2698c9062501fe50dde9576908ed5470 av_one_fifth  avia-builder-el-49  el_after_av_three_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-hqnmi2-7012ec67101c675bff423684e5afb40e av_one_fifth  avia-builder-el-50  el_after_av_one_fifth  el_before_av_three_fifth  first flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-fpfqiy-3961ba7741f3d3907daa74295ac5d4a6 av_three_fifth  avia-builder-el-51  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><section  class='av_textblock_section av-m9bh9vgd-839cafec9972f4a24919e9583fcf5e40 '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock blocksatz'  itemprop=\"text\" ><p>Once insolvency proceedings are opened, the insolvent company is entitled to three months of insolvency benefits (Insolvenzgeld) from the Federal Employment Agency. Additionally, employment and civil law contracts can be terminated under simplified conditions, and liabilities incurred before the insolvency filing date are effectively \u201cdisconnected.\u201d These relief measures can be used by the self-administration team\u2014or by the insolvency administrator in regular proceedings\u2014to enable successful restructuring. The time gained can help to sell the business in whole or in part.<\/p>\n<p>The demands on management quality during a crisis are high: it must master the often highly complex legal and operational elements, structure them specifically for the company under extreme time pressure, and implement the resulting measures with precision and speed. Over time, a range of proven approaches\u2014best-practice standards\u2014has emerged in pre- and out-of-court crisis management:<\/p>\n<ul>\n<li><strong>Early crisis detection<\/strong><br \/>\nThe earlier a crisis is identified, the better the chances of overcoming it. Management requires effective tools for early crisis detection to ensure high transparency both internally (e.g., through controlling) and externally (e.g., through market monitoring). Only a correct diagnosis\u2014identifying the true causes of the crisis\u2014allows the later \u201ctreatment,\u201d in the form of a restructuring strategy, to be effective.<\/li>\n<\/ul>\n<ul>\n<li><strong>Reliable liquidity forecasting<\/strong><br \/>\nAn ongoing liquidity forecast that meets the requirements of insolvency law is essential to recognize payment bottlenecks in time. Reporting cycles should be kept short.<\/li>\n<\/ul>\n<ul>\n<li><strong>Strategic planning<\/strong><br \/>\nEven during a crisis, management must have a clear target vision and will usually define and calculate multiple scenarios. Ideally, this is done using integrated financial planning.<\/li>\n<\/ul>\n<ul>\n<li><strong>Proactive organizational restructuring<\/strong><br \/>\nCrisis and insolvency situations require the company\u2019s organization to be adapted quickly and systematically. Such measures should be planned and calculated with a lead time of around three months. Expected liquidity and cost effects must be precisely determined and formalized in a binding financial plan.This allows for continuous monitoring during the implementation phase to determine whether objectives are being achieved. This is especially relevant in self-administered insolvency proceedings, where the insolvency plan submitted to the court must be adhered to.<\/li>\n<\/ul>\n<ul>\n<li><strong>C<\/strong><strong>omplex coordination<\/strong><br \/>\nCrisis situations necessitate overlapping planning and implementation processes to coordinate a large number of stakeholders simultaneously. The resulting tasks must be properly anchored within the company\u2019s organization or managed through a dedicated project organization.<\/li>\n<\/ul>\n<ul>\n<li><strong>Operational excellence and speed<\/strong><br \/>\nRestructuring plans and measures are meaningless if management cannot ensure their precise execution. Time proves to be a critical success factor in any form of crisis management. Meeting deadlines and maintaining speed are of utmost importance. The same applies to the quality of implementation, for example when business units are closed or assets are liquidated.<\/li>\n<\/ul>\n<ul>\n<li><strong>Structured M&amp;A processes<\/strong><strong><br \/>\n<\/strong>As part of legally regulated restructuring and insolvency proceedings, companies or parts of companies are frequently sold. It is therefore crucial to adhere to the principles of successful M&amp;A processes, which include the timely selection of M&amp;A advisors or support, careful M&amp;A planning, targeted approach to potential buyers, and professional negotiation and contractual execution.<\/li>\n<\/ul>\n<ul>\n<li><strong>Compliance<\/strong><strong><br \/>\n<\/strong>During insolvency, strict attention must be paid to compliance with legal requirements and regulations. For example, in cases of impending insolvency or self-administration, payment transactions must be strictly regulated to comply with all statutory payment prohibitions. It is advisable to define the permissibility and approval of payments in a detailed work instruction.<\/li>\n<\/ul>\n<ul>\n<li><strong>Insolvency Governance<\/strong><br \/>\nIn self-administered insolvency proceedings, the interaction between corporate bodies and stakeholders changes fundamentally. Insolvency advisors often appointed as general agents, managing directors or board members, shareholders, and creditor representatives (or the creditors\u2019 committee) must cooperate seamlessly. Additional functions, such as insolvency accounting and creditor claims management, are introduced. To ensure smooth cooperation among participants, it is sensible to establish routine meetings and communication formats. The same applies to integrating the court-appointed trustee into the company\u2019s governance structure and coordinating operationally with their team at the working level\u2014particularly important in managing payment transactions.<\/li>\n<\/ul>\n<\/div><\/section><\/div>\n<div  class='flex_column av-deip3u-695bdc9b557e1dba0ee52a8b56147923 av_one_fifth  avia-builder-el-53  el_after_av_three_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-aiz090-beb5b273d2a0fb6819876e5f75b5a199 av_one_fifth  avia-builder-el-54  el_after_av_one_fifth  el_before_av_three_fifth  first flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-8zu1x0-9ba56f7086e4b2868e5c91395b0b84db av_three_fifth  avia-builder-el-55  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><section  class='av_textblock_section av-mcx231ay-6da6e3e00719c21389d38fd102715390 '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p style=\"text-align: center;\"><strong>\u201cOnly those who plan precisely, act quickly, and deliver the highest implementation quality create real restructuring prospects.\u201d<\/strong><\/p>\n<\/div><\/section><\/div>\n<div  class='flex_column av-sfypwd-0409febe499db512727c6c4aca531acf av_one_fifth  avia-builder-el-57  el_after_av_three_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-77d8j8-81198c9ef0feb796b019a6e4aded19ef av_one_fifth  avia-builder-el-58  el_after_av_one_fifth  el_before_av_three_fifth  first flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-5x1a8k-9fc01b1b65cdce86da9a48d6952714e4 av_three_fifth  avia-builder-el-59  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><section  class='av_textblock_section av-mcx24k35-7583b94168bce82676704003be18098a '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock blocksatz'  itemprop=\"text\" ><ul>\n<li><strong>Stability and communication<\/strong><br \/>\nTo enable a company to act in a planned and orderly manner even during a crisis, stability-preserving measures are essential. Two examples stand out: First, management should promptly identify key personnel critical to the success of crisis management and retain them in the company through appropriate HR measures, such as personal discussions or special payments. Second, it is advisable to cooperate closely with employee representatives\u2014or, in co-determined companies, with worker representatives on the supervisory board\u2014during the crisis. To maintain stability and avoid reputational damage, honest communication with internal and external audiences is essential. Management should adopt a factual and transparent communication style, even when sharing uncomfortable information, in order to retain control over the narrative of the crisis resolution process.<\/li>\n<\/ul>\n<\/div><\/section><\/div>\n<div  class='flex_column av-4yfcuc-fe79b1154efdc20d43ef3d44df517f99 av_one_fifth  avia-builder-el-61  el_after_av_three_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-5d31r8-4c87920ead8966c1b4bce4c470a33cdd av_one_fifth  avia-builder-el-62  el_after_av_one_fifth  el_before_av_three_fifth  first flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-4481bo-d68f14ecd5a6df4f5b2573212942222c av_three_fifth  avia-builder-el-63  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><section  class='av_textblock_section av-mcx2git2-290da27a8b7d4e13c79ede648d0ed940 '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock blocksatz'  itemprop=\"text\" ><p><strong>Fazit<\/strong><\/p>\n<p>Corporate management faces especially high demands\u2014legal, organizational, and human\u2014in times of crisis and insolvency. The rising number of insolvencies in Germany is less a cyclical economic phenomenon than a reflection of structural weaknesses in the business environment. This makes it all the more important for executives and boards to identify the specific causes of crises within their companies precisely and address them with methodological expertise and mental resilience.<\/p>\n<p>Successful crisis management is built on early problem identification, precise liquidity planning, clear strategic goals, and consistent implementation of measures. Particularly in self-administered insolvency, it becomes evident that leaders are required who can act lawfully, purposefully, and communicatively under pressure. Beyond legal and business knowledge, social competence is crucial\u2014especially in dealings with employees, creditors, and the public.<\/p>\n<p>Future-ready management in times of crisis means acting proactively, negotiating professionally, organizing systematically, and communicating transparently. Only those who can create stability under pressure, provide clear guidance, and develop creative restructuring solutions will be able to not only save their company in an emergency but also secure the trust of their stakeholders.<\/p>\n<\/div><\/section><\/div>\n<div  class='flex_column av-2k459w-f0c677d69a2374a83ccc3b4ef4b8a1d8 av_one_fifth  avia-builder-el-65  el_after_av_three_fifth  el_before_av_heading  flex_column_div  column-top-margin'     ><\/div>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-m9bhd8cr-6dbb7e36b2112f57359a7c7c58afbc1a\">\n#top .av-special-heading.av-m9bhd8cr-6dbb7e36b2112f57359a7c7c58afbc1a{\npadding-bottom:10px;\ncolor:#86223b;\n}\nbody .av-special-heading.av-m9bhd8cr-6dbb7e36b2112f57359a7c7c58afbc1a .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-m9bhd8cr-6dbb7e36b2112f57359a7c7c58afbc1a .special-heading-inner-border{\nborder-color:#86223b;\n}\n.av-special-heading.av-m9bhd8cr-6dbb7e36b2112f57359a7c7c58afbc1a .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-m9bhd8cr-6dbb7e36b2112f57359a7c7c58afbc1a av-special-heading-h1 custom-color-heading blockquote modern-quote modern-centered  avia-builder-el-66  el_after_av_one_fifth  el_before_av_one_fifth '><h1 class='av-special-heading-tag'  itemprop=\"headline\"  >ABOUT THE AUTHOR<\/h1><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div>\n<div class='flex_column_table av-i5m11p-3abe99ab6cf1bac4a844e37031a4c12c sc-av_one_fifth av-equal-height-column-flextable'><div  class='flex_column av-i5m11p-3abe99ab6cf1bac4a844e37031a4c12c av_one_fifth  avia-builder-el-67  el_after_av_heading  el_before_av_one_fifth  first flex_column_table_cell av-equal-height-column av-align-middle  '     ><\/div>\n<div class='av-flex-placeholder'><\/div><div  class='flex_column av-fg55lp-8ea5637adeeb6008d9ba2563e1557ee1 av_one_fifth  avia-builder-el-68  el_after_av_one_fifth  el_before_av_two_fifth  flex_column_table_cell av-equal-height-column av-align-middle  '     ><style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-1eha3h-22ca122ebee1c5a914427da4987e7141\">\n.avia-image-container.av-1eha3h-22ca122ebee1c5a914427da4987e7141 img.avia_image{\nbox-shadow:none;\n}\n.avia-image-container.av-1eha3h-22ca122ebee1c5a914427da4987e7141 .av-image-caption-overlay-center{\ncolor:#ffffff;\n}\n<\/style>\n<div  class='avia-image-container av-1eha3h-22ca122ebee1c5a914427da4987e7141 av-styling- avia-align-center  avia-builder-el-69  avia-builder-el-no-sibling '   itemprop=\"image\" itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/ImageObject\" ><div class=\"avia-image-container-inner\"><div class=\"avia-image-overlay-wrap\"><img decoding=\"async\" class='wp-image-6293 avia-img-lazy-loading-not-6293 avia_image ' src=\"https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2022\/02\/ulrich-bergmoser.jpg\" alt=\"Crisis Competence in the Company\" title='ulrich-bergmoser'  height=\"960\" width=\"968\"  itemprop=\"thumbnailUrl\" srcset=\"https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2022\/02\/ulrich-bergmoser.jpg 968w, https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2022\/02\/ulrich-bergmoser-300x298.jpg 300w, https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2022\/02\/ulrich-bergmoser-80x80.jpg 80w, https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2022\/02\/ulrich-bergmoser-768x762.jpg 768w, https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2022\/02\/ulrich-bergmoser-36x36.jpg 36w, https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2022\/02\/ulrich-bergmoser-180x180.jpg 180w, https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2022\/02\/ulrich-bergmoser-705x699.jpg 705w\" sizes=\"(max-width: 968px) 100vw, 968px\" \/><\/div><\/div><\/div><\/div>\n<div class='av-flex-placeholder'><\/div><div  class='flex_column av-4qrel-34a2647c5a47e0dbe072e1d43cfc8b53 av_two_fifth  avia-builder-el-70  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_table_cell av-equal-height-column av-align-middle  '     ><section  class='av_textblock_section av-bjqxfx-4a71c4678e2ad7069ded9953e0cabaa8 '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock blocksatz'  itemprop=\"text\" ><p><strong>Dr. Ulrich Bergmoser<\/strong> is a Partner at Executive Interim Partners. His professional profile combines extensive experience in finance and strategy consulting with many years of work as a managing director, board member, and supervisory or advisory board member in restructuring and transformation situations.<\/p>\n<\/div><\/section><\/div>\n<div class='av-flex-placeholder'><\/div><div  class='flex_column av-pxktp-f065d0607ccfcdebe0e2ad6543465ba8 av_one_fifth  avia-builder-el-72  el_after_av_two_fifth  el_before_av_one_fifth  flex_column_table_cell av-equal-height-column av-align-middle  '     ><\/div><\/div>\n<div  class='flex_column av-94hfb1-22a4a22ce84ddc75b4ed4be1d1940bf1 av_one_fifth  avia-builder-el-73  el_after_av_one_fifth  el_before_av_three_fifth  first flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-6dur8d-86777fb6e19bf7979f7983741ddf4bd4 av_three_fifth  avia-builder-el-74  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><section  class='av_textblock_section av-4cr5kt-f17dde1e1b6ae85e859a44ec0bef6916 '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock blocksatz'  itemprop=\"text\" ><p>Since 2023, Dr. Bergmoser has served as CFO\/CRO and Managing Director of the self-service retail group meinreal, which was successfully restructured and partially wound down through self-administration insolvency proceedings.<\/p>\n<p>Previously, as one of two managing directors of the APCOA UK Group in London, he played a key role in the widely noted restructuring, refinancing, and strategic realignment of the parking group. His responsibilities included various strategy and organizational changes as well as group-wide \u201csmart\u201d cost-reduction programs, which ultimately led to the sale of the entire group to an institutional investor and a fundamental restructuring of the liabilities side.<\/p>\n<p>As a member of the management team at the strategy consulting firm Booz Allen Hamilton \/ Booz &amp; Company, Dr. Bergmoser acquired and led complex consulting projects for both private and public sector clients. His main focus areas included turnaround management, procurement\/supply chain, and strategy and organizational development.<\/p>\n<p>Other key stages of his professional career include serving as CEO of the Reimann Investors Group, where he led the transformation and repositioning of the company, as well as working at the German Football Association (DFB), where he drove the internal modernization of the organization as Director of Finance, HR, and IT, consolidating all commercial activities within the DFB GmbH, where he also served as Managing Director. Additionally, Dr. Bergmoser has led several other companies in various industries.<\/p>\n<p>Dr. Bergmoser began his career at the auditing firm Ernst &amp; Young, where he worked as an audit manager, supervising clients from various industries in annual and special audits as well as in M&amp;A projects.<\/p>\n<p>As a long-standing member of supervisory and advisory boards, Dr. Bergmoser is well-acquainted with the diverse demands of corporate governance.<\/p>\n<p>Dr. Ulrich Bergmoser studied business administration at the Otto-Friedrich University of Bamberg (earning a Diplom-Kaufmann degree) and earned his doctorate (Dr. rer. pol.) with honors at the University of Hamburg. He regularly teaches at universities and speaks at professional conferences.<\/p>\n<\/div><\/section><\/div>\n<div  class='flex_column av-353v7x-ef1d9c245be2d85e23a0e0eea08ce0f3 av_one_fifth  avia-builder-el-76  el_after_av_three_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-2z7ww4-0e9a9b6180975707537550e2186d3964 av_one_fifth  avia-builder-el-77  el_after_av_one_fifth  el_before_av_three_fifth  first flex_column_div  column-top-margin'     ><\/div>\n<div  class='flex_column av-ru5tq5-c9873c6aba6095c9d73cd9121108b562 av_three_fifth  avia-builder-el-78  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div  column-top-margin'     ><p><section  class='av_textblock_section av-pzzx9p-9fc98c62922060639d95ce9f27237905 '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p><strong>about executive interim partners<\/strong><\/p>\n<\/div><\/section><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-ogalwt-4c6d1503f76c6e0e5148b19f2553832a\">\n.avia-image-container.av-ogalwt-4c6d1503f76c6e0e5148b19f2553832a img.avia_image{\nbox-shadow:none;\n}\n.avia-image-container.av-ogalwt-4c6d1503f76c6e0e5148b19f2553832a .av-image-caption-overlay-center{\ncolor:#ffffff;\n}\n<\/style>\n<div  class='avia-image-container av-ogalwt-4c6d1503f76c6e0e5148b19f2553832a av-styling- avia-align-center  avia-builder-el-80  el_after_av_textblock  el_before_av_textblock '   itemprop=\"image\" itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/ImageObject\" ><div class=\"avia-image-container-inner\"><div class=\"avia-image-overlay-wrap\"><img decoding=\"async\" class='wp-image-6361 avia-img-lazy-loading-not-6361 avia_image ' src=\"https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2023\/01\/Mu\u0308nchen.jpg\" alt=\"Crisis Competence in the Company\" title='Mu\u0308nchen'  height=\"763\" width=\"1219\"  itemprop=\"thumbnailUrl\" srcset=\"https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2023\/01\/Mu\u0308nchen.jpg 1219w, https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2023\/01\/Mu\u0308nchen-300x188.jpg 300w, https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2023\/01\/Mu\u0308nchen-1030x645.jpg 1030w, https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2023\/01\/Mu\u0308nchen-768x481.jpg 768w, https:\/\/executive-interim-partners.de\/wp-content\/uploads\/2023\/01\/Mu\u0308nchen-705x441.jpg 705w\" sizes=\"(max-width: 1219px) 100vw, 1219px\" \/><\/div><\/div><\/div><br \/>\n<section  class='av_textblock_section av-n3bpel-5720f4668f1fce2a9c5d795e47e61882 '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock blocksatz'  itemprop=\"text\" ><p>Die <strong>EXECUTIVE INTERIM PARTNERS<\/strong> (EIP) was founded in Munich in 2005 and is a leading firm and owner-managed partnership of experienced C-level interim managers specializing in special situations.<\/p>\n<p>The partners at <strong>EXECUTIVE INTERIM PARTNERS<\/strong> support you and your company as interim managers or advisors, particularly in situations requiring immediate entrepreneurial action, such as:<\/p>\n<ul>\n<li>Restructurings<\/li>\n<li>Liquidity crises<\/li>\n<li>Refinancings\/recapitalizations<\/li>\n<li>Exit preparations and company sales<\/li>\n<li>Value enhancement\/creating exit readiness<\/li>\n<li>Company acquisitions and integrations (PMI)<\/li>\n<li>Complex transformations<\/li>\n<li>Strategic corporate crises<\/li>\n<li>Revenue and growth crises<\/li>\n<li>Operational turnarounds<\/li>\n<li>Leadership crises or leadership vacuums<\/li>\n<li>Digital transformations<\/li>\n<\/ul>\n<p>All partners of <strong>EXECUTIVE INTERIM PARTNERS<\/strong> have demonstrable success as managing directors and board members\u2014both as interim executives and in permanent positions. Approximately 80% of our mandates result from appointments to executive positions as interim CEOs, CROs, CFOs, COOs, CDOs, or CSOs.<\/p>\n<p>Clients of <strong>EXECUTIVE INTERIM PARTNERS<\/strong> include medium-sized family businesses, corporate groups, and private equity portfolio companies. Our interim managers operate not only in the German-speaking region (DACH), but also across Europe (including France, Sweden, Denmark, and the Czech Republic) and other international locations (including the USA, Canada, South Africa, China, and Korea).<\/p>\n<\/div><\/section><\/p><\/div>\n<div  class='flex_column av-l0dg25-d3b8da8e25577575ff69109aa231fe84 av_one_fifth  avia-builder-el-82  el_after_av_three_fifth  avia-builder-el-last  flex_column_div  column-top-margin'     ><\/div>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":8,"featured_media":8136,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[55,110],"tags":[],"class_list":["post-8143","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-general","category-publications"],"yoast_head":"\n<title>Crisis Competence in the Company - Executive Interim Partners<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/executive-interim-partners.de\/en\/general\/crisis-competence-in-the-company\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Crisis Competence in the Company - 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