Shaping change instead of managing it: Dr. Stefan Gros in an EXIS|TENZ interview at the 15th ifus Restructuring Conference in Heidelberg.

In an interview with CASH, Dr. Stefan Gros talks about the particular challenges of family businesses that are caught between continuity and change. Their strong foundation of values is their greatest strength – and at the same time their greatest danger if they lack the courage to change.

Those who ignore change will not survive. Global crises show how important continuous development is.

A guest article by Dr. Stefan Gros in “maturus aktuell” spring/summer 2025

Targeted restructuring management is becoming a success factor in the turnaround: Global crises, skills shortages and technological change are challenging companies. Those who fail to transform today risk being left behind – clear strategies, speed and leadership are required.

A film team accompanied Dr. Stefan Gros at the 13th International Restructuring Symposium in Kufstein. The challenges for CRO/CFOs are increasing, many business models are reaching their limits. For some companies, it is often “5 to 12”.

As companies struggle with a series of crises (e.g. COVID-19, war in Ukraine) and disruptive changes (e.g. transition to e-mobility, energy transition, sharp rise in interest rates), they are facing cost inflation (in terms of materials, logistics, energy, wages), price pressure, rising financing costs and an expected economic downturn. As they are unable to pass

The current period presents companies with largely unprecedented challenges. Political measures to contain the spread of Covid-19 have resulted in serious operational disruptions that have affected almost all sectors and continue to this day in some areas. Many companies are facing quarantines for their workforce, disruptions in the value chain, inventory shortages and a sudden

Opportunities and success factors In recent years, carve-outs have become increasingly important as part of a strategic corporate finance approach. In 2021, this trend will intensify, driven by the appetite of large private equity firms for more profitable parts of a group, but also in particular by the increasing realization of established companies, as can

The year 2020 brought a significant boost in digitalization for a large number of companies. This disruption caused by external factors resulted in extraordinary progress that had not been achieved for many years, for example in the areas of customer experience and scope of services. in the areas of customer experience and scope of services

Strategic framework for emerging from the Covid-19 crisis through M&A A crisis such as this exceptional situation caused by COVID-19 can be divided into three time units. Starting with the phase of reacting to an unforeseen event (“Respond”) with the aim of maintaining continuity, followed by the phase of recovery, in which a company learns