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CRO-Study 2017: The silent transformation

Portrait of Sascha Haghani
Senior Partner, Managing Partner Germany
Frankfurt Office, Central Europe
+49 69 29924-6444

Corporate performance programs are in vogue. The levers to get a company back on track for success are very similar to those for restructuring. It is essential to wait for the optimal time before launching an intervention. The pressure must be great enough to ensure movement within the organization, but the options available must not be sufficient to return the company to success.

Our CRO day in Berlin is where the experts meet: legal advisors, bankers, insolvency administrators, bankers and CROs.

In times like this, management places high demands on executives. Therefore, it also makes sense to involve a CRO in corporate performance programs.

The emphasis is shifting, but the fundamental logic remains the same: Without a crisis, there is no pressure for change – and the transformation will hardly succeed. If corporate performance programs in a company gain in significance, the job profile for the CRO must reflect this. But what expertise is required?

His or her role will differ from that in a traditional restructuring process, as we have described in studies in recent years. While financial skill may be important to a corporate performance program, the ability to inspire people in the company is even more significant. Whereas the CRO is comparable to an emergency physician in a restructuring process, he or she serves more as a fitness trainer in a corporate performance program.


CRO-Study 2017: The silent transformation


Impact of the Corporate Performance Trend on the Role of the Chief Restructuring Officer Results of the 2017 CRO Study

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Portrait of Falco Weidemeyer
Senior Partner
Frankfurt Office, Central Europe
+49 69 29924-6207
  • Photo credits anyaivanova / iStockphoto ; liuzishan / iStockphoto