How to manage in difficult times. How to overcome the crisis in project management. Managing during a crisis involves

Strategy Partners Group consultants analyzed the global experience of companies overcoming the crisis and the strategies for overcoming the crisis, which turned out to be the most successful.

World crises

We analyzed the actions of international and Russian companies during the following economic crises:

• 1990-1991 . Economic recession 1990-1991 got its start in the USA, where back in October 1987 there was a strong drop in the DJIA index. Serious problems in the financial sector, the rise in oil prices in 1990 left less and less hope for the "miracle" that many economists expected. The United States has entered a recession and, as a result, high inflation, unemployment, a budget deficit and weak GDP growth.
• 1997. The Asian financial crisis hit the countries of South and East Asia in July 1997. The underlying cause of the crisis was the extremely rapid growth of the Asian economies, which contributed to the massive inflow of capital into these countries, the growth of public and corporate debt, the overheating of the economy and the boom in the real estate market. For the economies of the region during 1997-1998. were characterized by the fall of the national currency, the fall of stock indices, rising inflation, an increase in the volume of corporate debt, high-profile bankruptcy of corporations.
• 1998. Causes economic crisis in Russia were the fall in oil prices, the huge public debt, the liquidity crisis, as well as the populist economic policy of the state and the construction of the GKO pyramid. On August 17, 1998, Russia defaulted. As a result of the crisis, the confidence of the population and foreign investors in Russian banks and the state, as well as to the national currency; a large number of small enterprises went bankrupt, many banks burst. The population lost a significant part of their savings, and the standard of living fell.
• 2008 . The forerunner of the world financial crisis 2008 was the US mortgage crisis. Quite quickly, reliable borrowers also felt problems with lending. Gradually, the mortgage crisis began to transform into a financial one and as a result spread beyond the borders of the United States. By the beginning of 2008, the crisis took on a global character and gradually began to manifest itself in a widespread decline in production volumes, a decrease in demand and prices for raw materials, and an increase in unemployment.

What determines the company's behavior in a crisis

Each company during a crisis asks a number of questions, the wrong answer to which can be critical:

What is the scale of the disaster? Are emergency measures needed? Is my situation worse or better than others? Is my financial position stable? Do I need to reposition, optimize or change the business model?	How to be prepared for any future? How long does it take for the situation to clear up? How to reduce the time to analyze the situation? How to speed up decision making?
How to improve profit and cash flows? How to reduce costs most effectively and with the least negative consequences? Where to begin? Which measures work faster and with the least risk? How to reduce personnel costs - employees or salaries?	How to respond to strategic changes? How to spot opportunities? How to seize opportunities with the least risk? How to conduct mergers and acquisitions?

As practice shows, success or failure in overcoming the crisis depends on whether a company manages to find the right answer to the questions listed above:

Potential Problem	An example of a failed permission	An example of a successful resolution
Underestimating or overestimating the scale of the problems	● Lehman Brothers ● Inkombank	● Alfa-bank
Unpreparedness for rapid change situations
Insufficient improvement in efficiency or harm in the long run	● SBS-Agro
Underestimation of emerging opportunities, unpreparedness for subsequent market growth		● Korkunov ● Russian Standard

Four Successful Crisis Exit Strategies

During a crisis, the sequence of actions of any company is clear. First, the contraction of the business in order to ensure its survival in the face of falling demand and free up additional funds (reducing costs, getting rid of inefficient or non-core areas and assets). Then - intensive development within the framework of a new business model or the development of new attractive directions.

However, in order to determine the set of specific tools that will allow you not only not to miss the opening opportunities, but also to use them to strengthen the company's position in the market, you need a strategy.

Most often, companies use one of four strategies for getting companies out of a crisis:

In implementing each of the strategies, companies used a wide range of tools. Thus, mergers and acquisitions were often preceded by the restructuring of existing businesses and the withdrawal of non-core assets. We have given examples of 10 successful crisis exit strategies, focusing on the element of the strategy that turned out to be key.

Change of position

Crisis of 1998, Russia. Having successfully predicted the direction of product value migration after the 1998 crisis, Korkunov entered the expensive chocolate segment and occupied 57% of the market in it.

"Korkunov" since 1997 he has been building a confectionery factory in Odintsovo. The launch of the factory came at the height of the crisis. In September 1999, the factory produced its first chocolate products under the A. Korkunov brand. The share of consumers of brand "A. Korkunov" in the segment of sweets in boxes reached almost 22% by 2003, the market share in the segment of expensive chocolate - 57%. As a result of successful actions during the crisis, Korkunov increased its value, and in 2007 80% of the company was sold to Wrigley for $300 million.

• New market segment. "Korkunov" entered the segment of expensive chocolate, in which no one dared to act. The Odintsovo confectionery factory appeared just a year after the crisis, when the expensive segment of the confectionery market was considered completely unpromising and was completely “bare”.
• Competition. The absence of competitors and falling advertising prices have allowed Korkunov to take a significant share of the market and create strategic control at the expense of the brand.
  • Western manufacturers of expensive chocolate products left the country (including the future strategic partner of Korkunov, Alfred Ritter, the manufacturer of Ritter Sport chocolates, who left the market). The Italian partner, with whom Korkunov planned to do business, was frightened by the 1998 crisis and left Russia, leaving the unfinished buildings of the chocolate factory.
  • Domestic manufacturers - Babaevsky, Krasny Oktyabr, SladKo and others - focused on the cheap segment.

Crisis of 2008-2009, global. Subaru increased car sales through proper positioning and sales policies.

Subaru belongs to a financially dependent cluster that has suffered greatly not only in Europe and Russia, but also in the United States. Product category cars in the USA has suffered extremely strongly, sales of almost all brands have fallen. The offer of most manufacturers does not meet the new needs of buyers. Under these conditions, Subaru was able to increase its sales and strengthen its competitive position.

Strategic initiatives during the crisis:

• New products. Subaru has brought new models to the market. The timely launch of the third-generation Subaru Forester model provided a significant sales growth (107%) for the conditions of the crisis
• New prices. The company offered profitable terms buying your cars.
• Dealer network. Subaru was able to organize an efficient sales and a very efficient dealer network.

Review of business portfolio, focus on core activities

Crisis of 1991, global. Arrow during the crisis increased the value of the business by 6 times, going for a tough restructuring.

Arrow, a global distributor providing a full range of products, services and solutions in the field of electronics and computer technology, by the beginning of the 1991 crisis had already lost its strategic position. The entire electronics industry was in a severe recession, and the company's financial condition was already weakened - in 1990, the company's sales amounted to only $ 970 million.

Strategic initiatives during the crisis:

• non-core assets. Tough times force tough measures: the company got rid of all side and additional operations, except for the base necessary for survival. In particular, the lead processing business was sold to obtain additional funds.
• New acquisitions. At the same time, Arrow purchased other businesses to develop its own. The proceeds from the sale were used to acquire a significant number of companies whose operations are based on synergies and economies of scale. With each new acquisition, the company's financial condition improved due to additional revenue inflows and reduced duplication of functions.
  • So, Arrow managed to acquire the third largest player in the industry, as a result of which the company came out on top in sales. This acquisition not only significantly increased financial indicators company, but also increased its efficiency.
  • In total, Arrow made three successful acquisitions during the 1991 crisis and twelve more after it ended, in 1994.
• Repayment of a large debt on the payment of dividends. Since mid-1991, the decline in interest rates and the recovery of the securities market have contributed to the improvement of the situation. Taking advantage of the growth in its shares, the company promptly issued new shares and paid off a large debt on dividends from the received proceeds.

Crisis of 1997, Asia. YTL Power concentrated on the domestic market during the Asian crisis and, by strengthening its ties with the state and carrying out aggressive acquisitions, gained control of many assets in Malaysia.

Main line of business YTL power- sale of water and processing of used water, as well as electric power industry. After the acquisitions, capitalization increased by 25% between 1997 and 1999.

Strategic initiatives during the crisis:

• Focus on the domestic market. Prior to the economic crisis, the company was looking for opportunities in foreign markets. After a successful placement on the securities market and debt cancellation, the company had free financial resources, which gave it a competitive advantage. YTL focused on the Malaysian domestic market and trying to gain influence in government circles.
• Aggressive management. The company used aggressive management tactics and tough negotiation tactics as part of an aggressive diversification strategy.
• Acquisition of profitable companies. During the crisis, the company's management turned its attention from Greenfield projects (on which the YTL empire was built) to projects that are already profitable. This allowed us to shorten the payback period and increase IRR and DCF.
• Financing of other projects. YTL has partnered with and funded other opportunistic projects that have halted construction due to lack of financial resources. Instead of investing funds, the company received a significant share of the shares in these projects.

1997 San crisis Miguel- Philippine company- during crisis streamlined its operations and capital management, which allowed it to increase the value of 40% in 1998-99.

San Miguel was established in 1890 as a small brewery. Now the contribution of San Miguel to the GDP of the Philippines is 4% and brings 6% of all tax payments. The company operates in several areas: the production of beverages, food, packaging materials and other goods.

Strategic initiatives during the crisis:

• Operations optimization:
  • San Miguel has taken measures to increase the share of used capacity
  • The company concentrated on the core business, which is fully controlled by the management team
  • San Miguel merged with Ayala's Purefoods when the company's price became attractive
• San Miguel takes over refineries in dire need of financial resources
• The company rationalized marketing and distribution in the Philippine market, and also reduced the number of employees in the Philippine enterprises.
• San Miguel moved part of its beer production to China, making its first profit in 1999.
• Improving money management
  • San Miguel paid off its debts on time and reduced its financial payments. The company got rid of high debt businesses - Coca-Cola Beverages. The company left the alliances Coca-Cola Amatil and Nestle Philippines, which significantly inflated D / E
  • The company got rid of unprofitable assets - the assets were revised and

    restructured and, where possible, withdrawn

  Revising the list of manufactured products: focus on the strategic interaction between their assets

San Miguel has revised its product portfolio to shift from faceless products to value-added branded products

The company increased the production of packaging and launched its sale to external consumers (previously, almost all of the packaging produced was consumed internally by SM)

Mergers and acquisitions

Crisis of 1997, Asia. Alaska Milk Corporation implemented a policy of cautious acquisitions during the crisis, which allowed the company to significantly increase its capitalization in the future.

Alaska Milk Corporation manufactures and supplies dry milk powder, ready-made milk and other liquid dairy products.

The company is a leader in the production of evaporated and condensed milk, currently occupying 36% and 43% of the market, respectively. From 1997 to 2000, the company's capitalization increased by 52%.

Strategic initiatives during the crisis:

• Takeovers. Alaska ended fiscal year 1997 with a Php553 million surplus. This was facilitated by raw materials that became cheaper during the crisis, the company's low capital costs, and increased demand for products during the crisis. Together with careful financial policy and the absence of large debts, all these factors allowed the company to move on to takeovers of manufacturers with a strong brand and distributors.
• Distribution. Alaska expanded its distribution network and, in order to insure itself against the risks associated with a single product, formed a partnership with Nabisco and Kellog's, becoming a distributor of their products.

Crisis of 1997, Asia. Hana Electronics has become an example of the effectiveness of M & A as a tool for growth in times of crisis.

HANA Electronics manufactures parts for a wide range electronic products, including for wrist watch, mobile phones and smart cards. The company's turnover is about $400 million. HANA Electronics products are used in the production of computers, automotive, telecommunications equipment and consumer goods. The value of shares in 1999 almost doubled compared to 1997.

Strategic initiatives during the crisis:

• Absorption of a strong player before the crisis. As a result of this acquisition, HANA Electronics was able to continue its product modernization strategy during the crisis and expanded its customer base not only during the crisis, but also after it.
• Absorption during a crisis. HANA Electronics has taken over a company that manufactures metal parts for semiconductors.
• Absorption immediately after the crisis. HANA Electronics acquired a company in a related high-tech business that uses semiconductors in its manufacturing.
• Maintaining demand. HANA Electronics, having concluded a sufficient number of long-term contracts with customers, was able to maintain a high level of demand for its products.
• Gross profit growth. Due to improved production activities, an increase in the share of loaded capacities, a weakening of the position of the national currency (Thai baht), the growth rate of the company's gross profit increased from 19% in 1997 to 25.5% in 1998.

Crisis of 2008-2009 LHC GROUP during the crisis grew through acquisitions, making several transactions per month, which allowed it to achieve a doubling of value during the 7 months of the crisis.

LHC GROUP provides medical services in the United States outside major cities - both at home and in hospitals. The company operates through its own divisions, as well as through a network of partners. The company's revenue in 2007 amounted to about 300 million dollars. The company employs about 3,000 people.

Strategic initiatives during the crisis:

• The company took advantage of the opportunities that opened up for it - the presence of stable demand and stable cash flow provided the LHC Group with the opportunity to make successful acquisitions.

Change of position

Crisis of 1991bestbuyafter the US recession of 1990-1991. switched to a discounter profit model, strengthened after-sales service, increasing capitalization by 5 times in 3 years.

bestbuy is one of the largest electronics supermarket chains in the United States. Founded in 1966, the network has consistently shown dynamic growth. Currently, the network operates not only in the US, but also in Canada, Europe, Mexico, and China.

Strategic initiatives during the crisis:

• New format. BestBuy changed the store format: the average area of ​​stores was almost doubled, they began to be used as warehouses (the interior is concrete floors and shelves), and the speed of customer service was increased.
• Range. The company has reduced the range of products to the minimum required, optimizing its stocks.
• Service. BestBuy has strengthened after-sales service and warranty repair, which allowed the company to receive additional income and increase customer loyalty
• Image. At the same time, the company retained its focus on its former customers and was able to offer them the image of the “lowest price store”

Investing in innovation

The crisis of 1997 Samsung Electronics did not save on strategically important processes, but relied on the development of new types of products, which allowed it to become a world leader after the crisis.

Samsung Electronics- manufacturer of electronics. It is a global leader in semiconductors, telecommunications equipment and digital convergence. Produces memory chips, liquid crystal displays, mobile phones and monitors. About 138,000 people work in 124 company offices in 56 countries.

Strategic initiatives during the crisis:

• R&D. Samsung Electronics invested in the development of new products and after the end of the crisis has become a leader in telecommunications equipment, flat panel displays, thin film transistors
• Logistics. The company moved to just-in-time logistics, cutting inventory in half and freeing up $1.5 billion in cash.

“He who overcomes the crisis, triumphs over himself, not submitting to circumstances. Those who blame the crisis for their failures bury their own talent in the ground and succumb to problems instead of solving them,” said Albert Einstein. The words of a brilliant scientist were taken as an epigraph to his book by Dr. Itzhak Calderon Adizes, the author of more than two dozen books in the field of change management, whose methodology is used around the world to organize work in companies with sales from $2 million to $2 billion (Coca-Cola, Bank of America, Volvo, Visa Group, Sberbank, Sibur). In his book Managing in an Age of Crisis, Adizes explains that change and challenges are not to be feared. The Secret publishes excerpts from a book that will help you retain key people, bring your team together, and get your business up and running in challenging times.

If you are strong, then the crisis will only strengthen the company

Let me draw a parallel. Surely each of you in childhood was warned by your parents: “You can’t go out into the cold after a hot shower! You'll catch a cold!" It is interesting, I reasoned, why a person, having gone out into the cold with wet hair, should catch a cold - after all, in Finland or Russia, people, having steamed up in a bathhouse and sweated well, rush into the snow. And this procedure gives them a charge of vivacity. The inhabitants of Siberia, including the elderly, make holes in lakes or rivers and dive into the icy water to feel a surge of strength. I have no doubt that, following their example, I would most likely catch pneumonia and die. How are we different from each other? It should be understood that people do not get sick because of the cold, but because of a sharp change in temperature, that is, because of its change. And yet this argument does not explain why the Finns experience a surge of vivacity from the change of heat and cold, and I get sick under the same conditions. It all depends on how strong your body is. If yes, then the changes will only harden you, if not, they can destroy you. This applies not only to people, but also to organizations: those that are ready for change grow stronger in difficult times, and those who are not prepared get sick and risk bankruptcy.

Problems are natural

One of my clients' company was in the software business. It developed rapidly, the growth rate was 100% per year. Whenever her managers complained about the wave of incessant problems (and this happened quite often), I consoled them: “What do you want? With such a rate of growth and therefore change, you are bound to be full of difficulties. This is fine!"

The scale of an organization is determined by the scale of the problems it can solve. Therefore, the consolidation of problems is a sign of growth. Let's say your goal this year is to be successful in regional sales. A few years later, the problem of national governance will appear, then - governance international company and, finally, the problem of transforming a company into a transnational corporation. Problems get bigger as you take on bigger and bigger problems. You are growing.

When the problems become smaller, the strength of the organization wanes. A sign of aging. And of course, failing to solve problems that get bigger means you die.

Crisis - an opportunity to overtake competitors

When Peter Schulz was appointed president of Porsche, he traveled to all departments to introduce himself to employees. In the design office, he asked in passing: "Can we Porsche compete at Le Mans? (on the Le Mans track in France, the famous international automobile races are held annually). "Oh no! - answered the engineers. “Le Mans is beyond our power.” Schultz decided it was time to show his leadership skills and said: “Our company produces sports cars, which means that next year we will race at Le Mans. I put this task before you and I hope that with your help we will win this competition.” The German staff of the company took the President's order very seriously. People worked day and night. They developed new model car, created new engine and carried out tests. Representatives of the company went to Le Mans, took part in competitions and won. It was a real holiday!

Porsche employees were happy, but their joy was short-lived. On the next year The Le Mans Racing Committee unexpectedly changed the rules. This meant that Porsche engineers had to start from scratch to create a new car. The engineers lost heart, but Schultz was in excellent spirits. “We should be glad they changed the rules! he said. - They changed them not only for us, the rules have changed for everyone. Who can win again? Who will succeed? The one who can handle new challenges faster and better. And the weak will be defeated." His next line became one of my management mantras: “When there is no change, mediocrity prevails!” Once again, when there is no change, mediocrity triumphs. Mediocrity learns from the winners and eventually beats the competition you used to beat. But, if you are strong, change allows you to move faster and stay ahead of the competition.

Take Care of Your Employees, Don't Forget About Yourself

Remember the instructions that flight attendants give on board an aircraft in case of an emergency landing. Passengers are told: even when there is a child next to you, first put on an oxygen mask yourself and only then help others. Because if something happens to you, you won't be able to take care of them. So first of all, think about yourself.

While trying to protect yourself, your family and friends during a crisis, do everything to keep your company. Discuss with subordinates their fears and anxieties. Be honest. Remember: trust in times of crisis is a great thing. In difficult times, it is tested for strength. Try not to fail the exam. Be sincere, truthful, express yourself clearly and clearly. Don't hide the status quo. Don't make false promises. People are very good at seeing when leaders don't want to share information with them. They feel in their gut when they are being told frankly, and when they are lying.

Organization with high level integration will weather the storm better than one that falls apart. A close-knit family is more likely to survive a crisis than a dysfunctional, disunited one. But how to achieve integration? How should a leader (or father of a family) behave during a crisis? Become a true leader. Are you able to bring the company together? Are they able to keep people from mutual attacks? The staff of a strong company is united and unanimous. This is called "taking up all-round defense" - we stand back to back and repel the enemy's attack. But for this you need to trust your employees and know that you will not be shot in the back.

The crisis will help to win the trust of customers

However, taking care of your company is not enough. Call clients. Ask if there is anything you can do to support them. Again, be honest and frank. No tricks or false promises. If you are able to help, please do so. I repeat, at such a time, trust is tested for strength. The time has come when you can strengthen the confidence in your reliability that your customers have for you. It is in times of crisis that you can earn trust for life. Don't forget: if your clients go bankrupt because of the crisis, you will go bankrupt with them. What will you do alone?

The first step is to carry out a prospective assessment of your cash flows. At the same time, in the short term, profit is not as important as cash in general. Money is the blood of a company. If you bleed out, you will die. I usually recommend during a crisis to plan the company's cash flows for 13 weeks in advance, taking into account both the inflow and outflow of cash. Thirteen weeks - three months plus a week. At the end of each week, adjust your plans based on the latest information. Make adjustments to the plan for the next 12 weeks and add another week. This technique will allow you to always look ahead 13 weeks and make plans based on the information that has been received over the past week.

Reducing staff will not lead to increased efficiency

Don't fire good people just to cut costs. Many traditional counselors recommend this. They see that you have too many expenses. They put you on the scale and say, “You know what? And you're 20 pounds overweight! You need to drop them." Then they cut off one of your legs. Now your weight is perfect, but you don't have a leg. I'm not talking about a situation where the company is threatened with bankruptcy. In case of gangrene, the leg will have to be amputated. But don't cut off your healthy leg to make your weight ideal.

How much money will be spent on hiring and training new workers later, when the crisis is over and they will be needed again? Nothing lasts forever, including the crisis. Save your most valuable asset so that when economic growth returns, you can rush forward at full speed.

Put some workers into hibernation

It happens that a company works in a labor-intensive, rather than capital-intensive area, and the remuneration of workers is indeed the main item of its expenses, but at the same time, employees are talented and efficient professionals, and the problem is a drop in demand for its products in the market. In such cases, I would recommend that instead of layoffs, transfer everyone to a reduced working day. Let your company hibernate like bears in winter, and the troubles due to the decrease in the volume of work and the decrease in earnings will become a common problem for the entire organization, including top management. If you divide the work among all, everyone will suffer, but to a lesser extent, which will allow you to save labor resources. After all, that's what you do with equipment when there's not enough work to do. You don't throw machines out on the street because you don't have enough orders. They just stay idle for a while.

Don't follow the American value system, follow the example of the Japanese. When a Japanese company gets into trouble, the first person to get their pay cut is their president. If the situation becomes even more serious, it is he who is the first to resign. In Japan, they do not start with the dismissal of ordinary employees - the Japanese believe that there are no bad soldiers, there are only bad generals.

Don't be afraid to change the structure of responsibility

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Usually, speaking of organizational structure, we mean the structure of responsibility. This is a typical hierarchy that defines who is responsible for what and who is accountable to whom. The right structure of responsibility is extremely important. It is necessary for the company to fulfill the mission and not deviate from the strategy. If you need to fly, get an airplane. Too many people make the mistake of trying to get a submarine up in the air and hiring a pilot who has to scan the area through a periscope. Having a pilot will not make a submarine take off. In other words, the organization must be structured around its mission.

What are you? Jet liner? Transport aircraft? Submarine? Form is defined by function. This seems simple and obvious, doesn't it? But it's not. Often, feeling the need for change, the company hires a consultant and instructs him to strategic planning with one condition: "Do not touch the structure." Even the president of the company does not want to encroach on the structure, because it is dangerous from a political point of view. "Don't touch the structure, just give me a new strategy," he asks the consultant.

Distribute powers equally

Proper distribution of responsibilities is not enough. The structure of responsibility influences or should influence the distribution of powers. People usually think of authority as the right to say yes or no. Wrong opinion. It's about the right to say yes and no. Why? Because or means that a person can say yes to decisions that involve change, but they are not entitled to say no. However, this rarely happens. More often there is a situation in which a person can say no, but is not entitled to say yes. Authorized persons should have the right to say yes and no. If you cannot say yes, you have no right to say no. You will have to transfer the problem and its solution to a higher level - to those whose level of authority allows you to say yes and no.

Intangible rewards will save people in a crisis

As a rule, a mission is a more significant reward than a salary. The salary rewards for only two weeks, the mission - for a much longer period. Do the employees of your company have a mission behind which there is more than just beautiful words? Do you strive to do something real for other people? Are you able to make your employees feel empowered? Can you organize participatory management? Do people have the opportunity to speak? Is there a forum where you can chat and express your complaints? Is there someone with whom they can discuss their problems, who is ready to help them?

Always start over

What should a leader do? He must be a skilled mechanic who is constantly debugging and adjusting the organizational mechanism. This is a very labor intensive job. Redesign the organizational structure, revise the system of authority, change the approach to rewards, develop a new strategy, and then start all over again. Here's what you should be doing.

The word "crisis" is of Greek origin and means a situation that puts you in front of the need to make a decision. It is impossible to continue as before. It's time to change course. In times of crisis, one cannot think linearly. Your job is not to patch up the old system, but to completely rebuild it. In managerial terms, this is not about continuous improvement. It's time to develop new products, and possibly new technologies.

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MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

FEDERAL AGENCY FOR EDUCATION

ELETSKY STATE UNIVERSITY IM. I.A. Bunina

FACULTY OF ECONOMICS

DEPARTMENT OF ECONOMY AND ECONOMIC ANALYSIS

"Crisis Project Management"

Executor:

economics student

faculty gr.EM-51

Sapronova M.S.

Supervisor:

Nikitina E.

Project Management in a Crisis

Not so long ago, even some six months ago, the word "crisis" was something from the last millennium. Many remembered him only in the context of 1998, and even then infrequently. This is understandable, because there was no time for reminiscences: the stabilization fund was growing, overtaking foreign exchange reserves, and investors were betting when the stock indices would take the next height.

In the field of project management, the situation resembled a Christmas sale or choosing souvenirs for relatives on the last day of vacation half an hour before the plane. Projects started very different, very often they were not brought to the end, and if they were brought to the end, then the result, if it was at all, was of interest only in so far as. Project management was viewed from the point of view of a fashionable hobby, "a tool for realizing the company's strategic goals and gaining an advantage over competitors" and everything that you can spend money on when there is more of it than is required to achieve the tasks of the first, second and all other degrees. importance.

Then the situation began to change. Not immediately, but after a certain time, big bosses, and then smaller bosses, began to understand that there was not so much money, while there were much more projects started (read “money spent”) than opportunities to complete them. And the success of the implementation of these projects, at least some of them, depends not only on the “implementation of plans for the financial year”, but on the existence of the company. Accordingly, the attitude to project management has become more serious.

Then the speeches began to sound that project management was not necessary, since soon there would be nothing to manage. What projects if there is no money? But still, the projects remained. Of course, not all, but only some. At the same time, the emphasis in their management has shifted.

Overdue change

Significant changes in the attitude of business to project management can be seen not only in Russia. More and more recognized world authorities believe that instead of the previously declared criteria for the success of a project, such as deadlines, budget, content and quality, the value of the project for business comes first.

Indeed, the project cannot be successful on its own. Even if the deadlines are met, the budget is saved, all the written requirements are implemented and there is written confirmation of all this. However, if the company does not benefit from the implementation of such a project (well, if it does not lose), the project cannot be considered successful.

Now the result is the most important thing. A result that benefits the business. Project initiators are interested in the answer to the question: what will the project bring if it is implemented? No less important is another question: what will happen if the project is not implemented? The answers to these questions are the criteria for choosing projects that now need to be managed. They can be divided into three categories:

Projects already launched (in every sense of the word), which cannot be stopped. Their termination means the loss of significant investments by the company without the possibility of returning them.

Business critical projects. The company is not faced with the question of "do or not do" - you can only choose the implementation option. At the same time, the success of the implementation is measured not by formal signs, but by what happened to the company after the completion of the project.

And, finally, projects that bring tangible income, and bring it quickly. This also includes cost savings.

Current trends

The current situation causes new requirements for the implementation of projects and for the managers who manage them. It is quite obvious that in a rapidly changing economy it is quite difficult to fix any formal evaluation criteria. It's even harder to match them. Therefore, such competencies of managers as managing risks and changes in the project have now come to the fore. It cannot be said that they were not in demand before, but the attitude was often formal.

If you put the requirements for projects and the requirements for managers on top of each other, you get a rather interesting picture. Managers who used to be considered, and many of them really were, successful may be out of work. Unless, of course, they learn to quickly rebuild and change along with how project management is changing these days.

The project manager in the current situation is not just a good leader who knows how to manage time, money and resources. This is also a person who pays attention to the interests of various project participants and knows how to manage them. This is a person who knows how to make quick decisions in conditions of uncertainty, taking into account possible consequences, as well as to foresee the most complex and ambiguous situations in the project in advance and find possible ways to resolve them in advance.

Project management of the previously listed categories will be in demand in the current economic conditions, but only as long as it is successful. As for project managers, only those who can manage the “right” projects well will stay afloat.

How to reduce the impact of the crisis on investment projects

In the context of the financial crisis, many enterprises are forced to reduce their investment and production programs. At the same time, the pressure of the crisis affects several directions at once.

The first thing that the management of the enterprise faces with a sudden reduction in funding is the difficulty in choosing priority projects. Which projects should be implemented by the enterprise in a crisis, and which ones can be frozen? How to quickly identify reserves for critical projects in the face of shrinking resources?

When adjusting the portfolio of projects, one should not forget that many projects are related. And if such projects are considered in isolation from each other, then the biggest risks and threats arising from the freezing of individual projects are hidden from attention.

An additional problem for many enterprises is the forced need to reduce staff and related resource constraints in projects. In addition, along with the departure of employees, the experience of the organization, established connections and contacts are lost.

And finally, with a decrease in funding, the manager needs to devote more time to monitoring the implementation of the project in order to eliminate the inefficient use of funds.

As a result of these factors, the risks of project failure increase significantly, which, against the backdrop of an aggravated competition could mean losing market share. How to reduce the impact of the crisis on the projects and business of the company?

The way out of this situation can be the introduction of an information system for managing projects and project portfolios at the enterprise.

Investing today in information Technology, You get opportunities to reduce costs and project deadlines by 5-15%, and also increase the efficiency of using the working time of managers and employees by an average of 25%.

The corporate project management system forms a unified information base for all projects, available to project participants in accordance with the assigned access rights. At the same time, for managers, the system provides tools for planning and monitoring investment projects, and for executors - means of reporting and electronic document management.

Project management in the information system will allow managers to make decisions based on the most complete information provided in real time.

When choosing software for creating such a system, you should pay attention to the following features:

1. availability of tools for project portfolio management, built-in project selection tools, support for both qualitative and quantitative analysis methods;

2.resource management tools, support for electronic document management and collaboration, maintaining an archive of projects;

3. built-in project monitoring system for the manager, graphical and tabular reports, automatic notifications of events in the project to team members.

An additional advantage will be the ability to work in the system via the Internet, because. this will allow the manager to remotely control projects, reduce communication costs and provide additional business mobility.

All of the above features are provided by the "Project Management Office - PMO" system developed by Advanta Group. With this system, you will be able to make informed decisions on the distribution of investments, get operational control over the implementation of projects and increase the efficiency of resource use.

How to increase the competitiveness of a company in a crisis

Today, the domestic economy is experiencing the consequences of the global financial crisis. Many organizations are forced to seriously revise their business plans, reduce, and even curtail investment programs.

In the context of the global crisis, the company's business is simultaneously affected by many factors that take the company out of a state of stability:

1. refusals of consumers from the agreed volumes of purchases, which leads to disruption of sales plans;

2.delaying the movement of funds by banks;

3. non-fulfillment by suppliers of their obligations;

4.confusion and anxiety of employees;

5. not always predictable state policy.

Any crisis brings not only threats, but also new opportunities. The crisis is not good or evil in absolute terms - it all depends on how the company behaves in this situation. For some companies, the crisis will turn out to be a bonanza, clearing the market of competitors or creating new consumer needs. On the contrary, other companies that were market leaders only yesterday will lose their positions.

After the crisis is over, those companies that acted more effectively, were able to catch new trends and quickly adapted to them, will be at the top. As the head of the international corporation Northern Telecom David Weiss said, "in the future there will be two types of companies - fast and dead." Existing reality has made this future present.

How to make a company fast?

By developing the ability to quickly respond to changing external conditions, the company goes through three successive phases of organizational maturity. These phases can be represented as levels, the achievement of which is carried out from simple to complex.

Let's look at these three levels in more detail.

At the first level of maturity, an organization seeks to improve operating efficiency, which occurs due to the clear setting and quick implementation of tasks, as well as the management of information flows. This provides a faster company response to changes.

If we compare an enterprise with a living organism, we can make the following analogy. The organism at this level of development becomes more efficient, because it has a higher rate of transmission of nerve impulses, due to which information from the stimulus is transmitted faster to the brain, and from the brain to the muscles that respond to irritation.

At the enterprise, this can be achieved by creating a system for monitoring the execution of instructions, introducing electronic document management and information management tools.

This level has its limitations. An organization that has achieved it only increases the speed of reaction to changes, but does not yet have effective methods planning their activities for a longer period in the face of uncertainty.

An enterprise at this stage not only quickly responds to external threats, but also embodies the intended goals with a sufficiently high accuracy in conditions of uncertainty.

The limitation of this level is that the organization at it does not have well-established mechanisms for comparing the goals of projects and the real needs necessary for its survival and development. At the same time, there is a risk of separation of tactics from strategy, and the redirection of the organization's efforts in the event of a change in its strategy is not yet fast enough.

Therefore, at the third level of maturity, the organization must increase its strategic flexibility, or, in other words, adaptability - the ability to make the right decisions on the choice of goals and the optimal allocation of resources to achieve them.

An enterprise that has reached the third level not only embodies, but also chooses the best goals, and also uses resources to achieve them in the most effective way. Such an enterprise inevitably becomes a market leader, because. it brings to market the products that are in the highest demand, does it faster than competitors, and in doing so achieves more High Quality. Read more about the third level >>

At the third level of maturity, there is a transition from tactical management to strategic planning. The strategy is considered both as a whole, and as a set of goals, and as a portfolio of projects. Result - optimal choice goals and the optimal use of resources to achieve those goals.

Thus, the ability of an organization to quickly manage change in a crisis depends on its level of maturity: first it is operational management at the level of tasks and information flows, then project management, and, at the highest level, project portfolio management.

Each level solves its own range of problems, and gives measurable and accurate results. With an increase in the level of maturity, the opportunities for an enterprise to increase its efficiency in a crisis are becoming wider. But at the same time, if problems of a lower level are not solved, the enterprise cannot take advantage of these opportunities.

How can organizations quickly increase their level of maturity in a time-limited, resource-poor environment?

Advanta Group offers a range of solutions based on the Project Management Office - PMO platform, which is the only system on the Russian market that effectively solving problem at all three levels, and available for implementation in the face of an impending crisis.

Our proposal contains a consistent program to develop the organization's ability to quickly and effectively manage organizational changes. This program involves training, development of methodology and implementation of the information platform "Project Management Office - PMO", adapted to the specifics of the organization.

In addition, we have developed and special conditions for the acquisition of this complex, taking into account the current difficult situation of many organizations experiencing the consequences of the crisis.

Project Management in a Global Crisis

After another collapse in quotations, the fulfillment of financial obligations of one international high-tech company was under serious threat. A trade magazine correspondent interviewing the CEO asked the obvious question, "What are you going to do now?" The manager, after a moment's pause, replied: "We are an innovative company and I am sure we will find a way to solve the problem."

In a steadily growing market, the conditions for business improvement and innovation are most favorable, however, it is in such a situation that most companies are in no hurry with systemic changes, not wanting to “rock the boat”. But as soon as the crisis comes, many companies forget about innovation altogether. Benefit (or return on investment) management is giving way to cost management, or rather cost reduction. However, not everyone does this. Some find their way out difficult situation in opening new projects and managing them effectively.

Significantly reduce the risks of performing vital important projects, especially in difficult times allows the use of so-called "best practices". this is the opinion of Harold Kerzner, one of the world's leading experts in the field of project management. Best practices are solutions and methods of work that have repeatedly proven their effectiveness in various companies. According to numerous studies, the implementation of project management processes and tools is in itself a best practice: it expands the possibilities for increasing the return on any investment. In a difficult market and financial situation, careful selection of projects and their impeccable execution are much more preferable than cutting staff and stopping development, says Harold Kerzner. A project manager with extensive experience, he has advised the largest corporations in Europe, the Middle East, South Africa, Asia and Canada on project management issues, and his lectures have been attended by more than 200,000 people around the world. Today he is the author of a number of well-known books, among which is the “Strategic Planning for Project Management Using the Maturity Model” published in Russian.

“I believe that many companies that were not proponents of project management in the past will now accept project management as the most effective way to not only survive but also grow in difficult conditions,” says Dr. Kerzner.

It would seem that the course of action is clear. It remains only to identify the necessary best practices by analyzing existing processes and the state of affairs in the organization, and act! However, the introduction of new tools into the work of the company is always a difficult task, especially in difficult times.

On the one hand, the limited perception of the best practices of project management by top management can interfere. On the other hand, the team may not be ready to accept new approaches and quickly master the toolkit. In both cases, it is clear that training is needed to show best practices in action and explain the benefits of using them. However, training is just one of the items of expenditure that are primarily subject to cuts.

How to overcome this traditionally existing paradox and get the most out of project management tools in a crisis, Harold Kerzner intends to tell in his keynote speech to the participants of the Fifth International annual conference"Project management: innovations and development", which will be held November 17-18, 2008 at the "Renaissance Hotel" in Moscow.

Many executives and top managers are familiar with your book Strategic Planning for Project Management Using the Maturity Model. How will the current situation in the economy affect the application of this concept? Does it still apply?

Companies in all environments need some advice on how to effectively implement project management to avoid wasting money. The purpose of my book was to provide some practical guidance in this regard. In principle, any approach can work, it's just that some methods take longer than others. From my point of view, any approach can be beneficial if the company understands that strategic planning for the implementation and development of project management methods is better than empty guesswork and trial and error. Companies often start taking rash steps to implement one tool or another and find that what seemed like a straight and open road is actually a winding and bumpy path of delusion. Without a proper understanding of the challenges and how to overcome them, it may take ten years for a company to learn how to manage projects, while it takes two or three years for its competitors to learn how to manage projects. And there is nothing to say about the money spent.

Are there any best practices that will by definition bring benefits? How do you differentiate between really good practice and beautiful but ultimately dubious ideas?

The best project management practices are those that can eliminate unnecessary meetings and reduce paperwork. They must necessarily increase the speed and quality of decision-making. For example, one of my clients implemented a seemingly simple traffic light progress reporting system - a control desk, so to speak. He wanted to get rid of paperwork in project management. The result was a savings estimated at $1 million annually from the elimination of non-mandatory meetings and reduced reporting costs.

Today, there are many practices and solutions offered at conferences and similar events. How to distinguish between those that will be really useful to the organization, and those that will not bring returns in the end?

An ideal practice is one that can be used throughout the company. Unfortunately, this rarely happens. Not all best practices apply everywhere. What works in one company may not work as well in another. In all of the research I've done, best practices fall into one or more of four categories based on the way companies use them. They should: improve efficiency, increase efficiency, ensure standardization and lead to stability and quality of tasks.

Can you name any specific practices that are most helpful in overcoming crisis situation?

It appears that most of the best practices involve developing templates to make the job of project managers easier. These may include templates for risk management, project scope management, and cost control using the earned value method, labor report templates, and others. Once the patterns have been developed and implemented, it is necessary to interview the project team at the end of the project and see if we can merge some of the patterns, reduce their complexity, or even remove them altogether if people start doing these things naturally and no longer need guidance.

What project manager skills are most in demand by the most active and rapidly growing companies?

The skills that project managers need, however, are determined by the needs of a particular company. Some companies believe that the project manager needs to be tech-savvy and therefore emphasize technical skills with less emphasis on people skills. Other companies believe that a project manager cannot remain an expert in one technical area if he or she wants to pursue a career in project management, and therefore make demands specifically for personal qualities and people skills. I believe that the strength of a project manager should be in the qualities of a leader (better - "in leadership qualities"). What seems most important to me is the ability to be a leader for a group, even without official authority, to manage the group, coping with tension, as well as the ability to communicate effectively. That being said, one manager once told me that the most important skill his project managers should have is the ability to "introduce" themselves to the client.

In the conversation, Dr. Kerzner also noted that on the way to the implementation of certain best practices, companies face typical mistakes that can be avoided if the implementation of certain project management tools and methods is considered and managed as a project. Among these pitfalls were the substitution of goals when introducing tools ("implementation for the sake of implementation"), the definition of the number of templates used as a criterion for the success of the project management methodology, excessive importance attached to software, as well as the frequent substitution of real top management support for the appearance of such.

Particular attention, according to Harold Kerzner, should always be given to the value (value) that can be obtained from the implementation of best practices or the implementation of a project. The mere fact of having financial difficulties is not sufficient reason to confine ourselves to cost-cutting measures. good example may serve as a decision taken during the preparations for the Winter Olympics in Salt Lake City 2002, when, when clarified financial plan$100 million in losses were predicted. Instead of reducing the scope of work and reducing costs, the decision was made to increase funding, build additional facilities and introduce new services. As a result of additional sales, the profit of the mega-project amounted to $400 million.

This example is just one of many illustrations of how an innovative approach and focus on the ultimate value can provide a win even in a critical situation. Fortunately, project management professionals today have every opportunity to share experiences and best practices that can shorten the path to success.

A model of a systematic approach to practical consulting for managers of crisis enterprises

Any leader who claims to set and solve the problems of bringing the enterprise out of the crisis has at the start a very limited set of his own working concepts of development in a rapidly changing external environment.

At the same time, the diversity of the controlled situation imposes two very severe, in our opinion, restrictions on all his actions. On the one hand, the set of methods used by him (the leader's toolkit) must fully correspond to the variety of the controlled situation, and, on the other hand, the specifics of the very procedures of his activity and thinking must be precisely "tied" to the high uncertainty of the situation.

Even I. Ansoff predicted that in the companies of the year 2000 (the future that has become the present for us today) there will be drastic changes in the style and methods of work of generalist managers. It will require (especially in diversified firms) the skills and abilities of all the main types of leader (leader; administrative planner; extrapolator planner; entrepreneur; statesman; system builder). All these qualities of a leader (in terms of time) will be in demand at the same time (the first type of complexity).

To overcome this type of complexity, practitioners took the path of forming a team consisting of several types of leaders at once (there was a tendency for the formation of multiple company management). Our reader is probably familiar with this widely used method. In the same author, we can find another answer to the reason for the emergence of such a trend - the complexity lies in changing the decision-making technology (the second type of complexity).

But it turns out that this situation can also be successfully resolved due to the fact that senior management (read: our leaders of crisis enterprises) must develop and improve the skill that is characteristic of some outstanding leaders: gaining experience in using expert consultants.

You need to be able to obtain and accurately use in your management cycles (goals - identifying opportunities - diagnosing the current situation - identifying alternatives - analyzing consequences - selecting project situations - planning projects-- realization projects, etc.) expertise on issues such as: strategy formulation; product optimization; updating markets, technologies; continuous planning covering production, projects, resources of the entire system; control based on cost-benefit forecasts; optimal formation of strategic alliances and organizational structures.

The purpose of this article is to show a visual image (recognition stereotype) of a systematic approach to practical consulting for managers of crisis enterprises. This model uses one of the most important principles - "Concentration on key areas." It is precisely this skill that we often lack in order to “stop and look back”, to collect (bit by bit or all at once) the information necessary for setting and solving any problems of management practice.

The consequence of applying this approach is the creation of a “thinking participant” situation that is comfortable for the leader (internally not tense), which creates the basis for determining the course of action to overcome the crisis. Thus, the leader can place specific “signs” in the technology of making his decisions (thinking strategies) and, at the same time, let through a large amount of knowledge of an expert consultant.

The use of a visual image allows us to endow our “undisciplined mind” with the ability to distinguish relationships in heterogeneous “stressful” situations, and then creates the prerequisites for active intervention in the possible course of processes at the enterprise in accordance with a given vector of goals.

run complex processes follows from the generalized level

If we decide to talk about changing the thinking strategy of the leaders of crisis enterprises, then we should probably start ( general rule for all consultants and their partners) from some generalized level.

In this capacity, it is often customary to consider the style of management, with which current position enterprises. Thus, the most valuable and most interesting, at least from the point of view of the manager and consultant, is to unearth the reasons for the successes or failures associated with this particular feature of a particular enterprise.

And here we have no choice but to turn to the experience of successful companies (even if they are not Russian). Interestingly, the real strength of a company like IBM comes from the “simple” application of some of the most important principles and beliefs, collectively called the IBM management style. Without going into details, we will only note that the assimilation of these principles was the main success factor for this company (we found a simple clue where certain opportunities may be hiding).

crisis investment competitiveness resource

List of used literature:

1. Ansoff I. Strategic management. Monograph. - M.: Economics, 1989. - 520 p.

2. Mercer D. IBM: management in the most successful corporation in the world / Per. from English. ed. V.S.Zagashvili. - M.: Progress, 1991. - 449 p.

3. Theory of organizations and organizational design (a manual on non-classical methodology): Textbook / Ed. T.P. Fokina, Yu.A. Korsakov, N.N. Slonova. -- Saratov: Saratov University Press, 1997. -- 240 p.

4. Chernetsov G., Ushakov A., Korotin E. Possibilities of application of project management methods for the implementation of the enterprise restructuring program//Management in Russia and abroad. - 1999. - No. 3. with. 113-129.

5. Sufficiently general theory of control. -- Sat. Moscow, 1997.

6. Shchedrovitsky G.P. Selected works. -- M.: Shk. Cult. Polit., 1995. - 800 p.

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What are the mechanisms and methods of anti-crisis management? How is anti-crisis management of the enterprise carried out? Where to order the services of an anti-crisis manager?

Here is a very typical situation for you. Another financial year has come to an end. The reporting of the enterprise is formed and submitted. However, the problems did not decrease after that, but on the contrary.

Taxes have to be paid, accounts payable are growing, delinquencies on bank loans have begun to appear, staff salaries are below the industry average, suppliers are refusing to defer payments. The picture, frankly, is sad, there is a crisis.

But there are no hopeless situations. The most important thing is to find the right solution in time!

I, Alla Prosyukova, will tell you today about one effective way to overcome all these problems in the company - crisis management.

Even if your company has no problems, the business is thriving, the basics of crisis management will not hurt. As they say: "Forewarned is forearmed"!

So let's get started!

1. What is crisis management and what is it aimed at

I propose to define the main concept of the topic from the very beginning.

Procedures aimed at improving the financial and economic activities of the company, allowing it to get out of the crisis.

The main tasks of such management are:

• prevention of negative situations at the enterprise;
• crisis recognition;
• overcoming their consequences;
• mitigation of crisis processes.

Anti-crisis management is in demand both during a crisis and for preventive purposes.

Prevention includes:

• monitoring of the company's activities;
• timely detection of negative processes;
• assessment of the work of the company's divisions;
• development of a set of measures to prevent crisis phenomena.

Crisis management involves:

• stabilization financial condition enterprises;
• increase in sales volume;
• optimization of the company's expenses;
• increase in profits;
• resolving internal conflicts.

2. What are the methods of anti-crisis management - 5 main methods

Any management involves the use of a whole range of different procedures. Anti-crisis is no exception.

I propose to get acquainted with the most popular methods.

Method 1: Cost reduction

During a crisis, the company, as a rule, experiences financial difficulties. In this case, the use of such a method of anti-crisis management as cost reduction is justified.

Costs are reduced by eliminating expenses that are not related to the core business of the company, optimizing personnel costs, etc.

Example

A prime example of this method would be the 2009 crisis at Ford. The automaker's problems at that time were observed on all fronts.

The most important were:

• systemic economic crisis;
• repurchase of shares by competitors;
• internal conflicts;
• decrease in consumer confidence.

The main ones were associated with strikes by staff demanding a 30% increase in wages. The company could not afford its growth even by 15%.

At this point, the management was faced with the task of reducing the costs of the enterprise, including personnel costs.

The management made the following decisions: reduce the number of employees by 1,200 people, cut the bonus fund, reduce payments to shareholders.

Similar measures, in combination with the reduction model range produced cars made it possible to successfully overcome the crisis.

Method 2: Create optimal reporting

For the activities of a crisis enterprise, the formation of optimal reporting is of particular importance, that is, capable of objectively reflecting the state of affairs of the company.

It is based on the analysis of cash flow and profitability of the troubled firm.

Method 3. Reorganization of the company structure

Crisis management uses the reorganization of firms in the form of separation and / or separation. This method allows you to financially stabilize the position of the company, prevent the loss of its market value, diversify capital.

Method 4. Increasing cash flow

The increase in funds makes it possible to carry out anti-crisis measures. Here it is important to correctly determine the priority ways to increase the cash flow of the enterprise.

The choice of methods is quite wide, we will consider them in more detail below.

Method 5. Determination of the organization's development strategy

An analysis of the activity of a crisis firm serves as the basis for the development of an anti-crisis strategy. This strategy changes under the influence of many factors of the internal and external environment of the enterprise.

It is important to consider all of them. Only with this approach, anti-crisis management will be effective.

The definition of an anti-crisis strategy can be conditionally divided into 3 stages:

1. Comprehensive company diagnostics;
2. Adjustment of the goals and mission of the company based on the results obtained.
3. The choice of an alternative strategy that can bring the company out of a crisis situation.

3. How to get the company out of the crisis - 6 important steps

The difficult situation in the economy, international sanctions, high exchange rates complicate the activities of almost any Russian enterprise.

In order to prevent the development of the crisis, it is necessary to know the main stages of the company's withdrawal from the current situation.

Stage 1. Determination of the crisis epicenter

The conclusion of the company from the crisis must begin with the definition of a site in its activities, which has become the starting point. It could be uncontrolled growth production costs, deterioration in product quality, non-compliance contractual relations, growth of receivables, etc.

Only an accurate definition of the epicenter of the crisis will allow us to develop effective anti-crisis measures.

Stage 2. Work with personnel

Personnel management in a company's financial difficulties is the most important component of anti-crisis management.

In such a situation, it is necessary to carry out the actions presented in the table:

№	Event	Content
1	Optimization of the number and structure of personnel	revision staffing, the formation of new job descriptions, refusal of the services of employees performing minor operations (duties), working part-time, etc.
2	Information Support	The team must be aware of the real state of affairs in the company - the lack of information gives rise to rumors and destabilizes the situation
3	Creating a favorable microclimate in the team	Eliminate misunderstandings, disagreements in the team and any other situations that can lead to conflicts
4	Training	Retraining of employees in accordance with the new crisis conditions and requirements

Practice shows that such actions are able to set up the team to solve new strategic tasks.

Stage 3. Cost reduction

Cost reduction must be reasonable. It is very bad when this procedure negatively affects the quality of products and services provided.

Typically, cost reduction is achieved through:

• decrease material costs(purchase of cheaper raw materials and components, use of resource-saving technologies, conclusion of contracts with local suppliers);
• reduction of funding for research and development;
• wage cuts;
• assortment regulation;
• expenses for administrative and economic needs, etc.

With the help of a professional, it is necessary to analyze all costs item by item. There will definitely be positions that can be reduced or optimized.

Stage 4. Sales promotion

There are many ways to stimulate sales. The specific choice depends on the type of activity of the company.

So, if it is necessary to stimulate sales at trade enterprises, then sales, promotions are applicable.

If we stimulate sales of a manufacturing enterprise, then this is mailing commercial offers by base potential clients, discount cards, comprehensive customer service solutions, the use of crm-systems for processing customer requests.

Stage 5. Cash flow optimization

The company optimizes cash flows through a range of activities.

Here are some of them:

• daily reconciliation of the balance of availability of funds;
• formation of the register of payments;
• promotion non-operating income through the sale of unused equipment, materials, etc.;
• discounts for customers who purchase products for cash;
• reduction of the term of trade credit;
• increase in sales;
• conservation of unused fixed assets (will reduce property tax).

Stage 6. Restructuring of accounts payable

One of the important stages of anti-crisis management is the restructuring of existing debt to creditors.

This can be done by assigning your receivables to the company's creditors. The advantage of this method is the reduction in the cost of servicing creditors, while there is no need to divert funds.

Also used:

• installment;
• exchange of debt for securities;
• debt cancellation.

4. Who provides crisis management services - an overview of the TOP-3 companies

Crisis management is a complex process. Efficiency strongly depends on the specialists involved in the development and implementation of the necessary procedures and processes.

I propose to get acquainted with a selection of companies professionally engaged in anti-crisis management.

The Moscow company "Navigator-Consult", founded in 2003, specializes in three areas: audit, consulting and evaluation.

Details of the main activities of Navigator-Consult LLC are presented in the table:

All auditors and appraisers of the company have qualification certificates and certificates, extensive specialized experience. The professional liability of employees is insured by Alfa Insurance.

The company specializes in restaurant consulting.

Main services:

• support for the activities of institutions;
• design;
• design and construction;
• crisis management;
• audit of restaurants;
• brokerage services.

Based on a deep, comprehensive analysis, the professional RESTCONSALT team is able to develop a strategy that increases the efficiency and profitability of any catering establishment.

"BusinessHelper" provides its clients with business assistance and offers services in the field of management consulting. The company operates in all regions of the Russian Federation.

Company advantages:

• works for the result;
• individual solutions for each client;
• deep diagnostics of the organization, taking into account specific features;
• All employees are practitioners with extensive experience in their field.

5. How to increase the resilience of an enterprise to a crisis - 3 useful tips

The disease is easier to prevent than to cure. This common truth is known to all. It is also relevant for the "health" of enterprises and organizations. After all, the crisis of the company is also a kind of disease. And, therefore, it is necessary to carry out preventive measures to prevent its development.

How to do it? Read my advice.

Tip 1. Periodically diagnose crisis phenomena at the enterprise

Due to my main profession, I often have to deal with the documentation of various companies. So for many, management reporting is in a deplorable state.

Even if it is conducted, its data are not analyzed, or are analyzed superficially. A similar situation develops with accounting. Naturally, in such a situation, important signs of a brewing crisis are missed.

My advice: do not neglect the analysis of all types of reporting! This will make it possible to diagnose the crisis phenomena of the enterprise in advance, and take the necessary measures in a timely manner.

Tip 2. Use the services of a crisis manager

If a crisis is on the threshold, then it is better not to try to deal with it alone. Invite a specialist - an anti-crisis manager. His services are useful not only at the peak of the crisis, but also at the first sign of tension in the work of the company.

The manager will conduct a comprehensive SWOT analysis, develop an action plan to avoid cataclysm and major losses, optimize cash flows and costs.

Tip 3. Do not delay using anti-crisis mechanisms

At the first symptoms of a coming crisis, anti-crisis measures should be immediately applied. You shouldn't expect that "will dissolve on its own".

Any new project can develop even during a crisis. It is no secret that the task of a project manager is to attract more clients, so he must always act. Productivity depends on determination and the ability to properly prioritize.

This material was kindly provided by the already mentioned Wrike service.

There are three periods in crisis management:

1. pre-crisis;
2. crisis;
3. post-crisis.

This infographic will help you understand what a project manager needs to know in order to effectively operate at each individual stage and complete the project successfully, despite all the obstacles. Your task is only to study this guide before starting the project and success will not be long in coming. When you feel an obstacle on the way to your goal, we advise you to remember that you have everything you need, and our short guide will help you focus on the main thing.

How to avoid a crisis situation for a project manager

If the project fails, it is a real collapse. Of course, it is difficult to completely avoid failures, but it is possible. Are you confused and do not know how to move forward? Follow these guidelines:

1. pre-crisis moment. Some unpleasant situations are difficult to avoid, but you can try to anticipate them.

• Become someone you can trust.
• and always have a plan of action.
• The Crisis Response Team is there to help you get through difficult times.
• Learn to anticipate the first signs of an impending crisis.

1. Crisis period. What can be done if a crisis occurs?

• Positive and real understanding of possible solutions is the way to success.
• Mark sources of important information and document all steps.
• It is important to determine the type of crisis.
• Remember the Crisis Response Team.
• It is necessary to localize problems and monitor their status.
• Prioritize problem solving.
• Don't be afraid to provide full information about the crisis to both internal and external recipients.
• A rational response and the opportunity to listen to each employee will help to overcome difficulties faster.
• Evaluate whether it is possible to solve the problem on your own or if it is worth asking for help.

All this can be done with the help of a wonderful (comfortable project management with a high level of security and convenient analytics).

1. Post-crisis period. The crisis is over, but the work is not over yet.

• Evaluate all stages of the crisis.
• Give a complete and understandable response to external recipients.
• Discuss the crisis with colleagues, listen to all recommendations.
• To make clients interested in cooperation, tell us about how you are going to prevent or deal with crises in the future.

Infographic provided