Live-Online Training: N 188,125.00
Classroom Training: N 279,500.00
3 - 4 participants: 5% discount
5 or more participants: 10% discount

(Available also for Customised Training by Duration, Venue & Fee)

Programme Description

Whenever issues of Restructuring and Transformation comes into an enterprise, it could be that:

· The management is Proactive to quickly take into control its changing business environment

· The business is already on an underperforming trajectory or

· Adverse changes already set in that are triggered by: 

1. Lack of due diligence and process

 2. Corporate Governance issues

 3. Poor Risk Management

 4.    Ethical and Compliance issues

 5.    Poor Corporate Culture

 6.    Management’s lack of vision and strategic objectives.

 There can be several other issues.

Course Objectives and Learning Outcomes 

By the end of this course, candidates attending it should:

·  Have built their individual capacity for Corporate Restructuring

·  Be able to identify the tools they need and steps to take for effective revitalising of the business

· Master how they can improve synergies between the different functions and resources of the organization

· Establish enduring process of performance improvements.

Course Contents

DAY ONE

Preliminary Lessons in Corporate Restructuring

·      Identifying the Phases of business existence:

-      Start-up

-      Expansion phase

-      Valley of despair

-      Zone of death

-      Transformation

-      Growth trajectory.

• Staying away from “Paralysis of Analysis”
• Latching on to the “Power of Momentum”
• Being very attentive to the time lines for transformation.

Reasons an Enterprise may Underperform

·          Lack of due diligence and process

·          Corporate Governance issues

·          Poor Risk Management

·          Ethical and Compliance issues 

·          Weak Corporate Culture

·          Management lack of vision and strategic objectives.

Careful Evaluation of the Corporate Governance Practices

•         Board balance and independence

•         Corporate policy and ethical conducts scrutiny

•         Board's duties - oversight and value protection

•         Extent of conformity with the law

•         Financial Controls and Audit Reporting.

DAY TWO

Building Individual Capacity in Corporate Restructuring

·   Identify the tools needed and steps for revitalizing a poorly performing organisation  

·   Master how to improve synergies within the business

·   Establish enduring process of performance improvements for the organisation.

The Four Intervention Perspectives

·   Adaptation

·   Rejuvenation

·   Turnaround

·   Transformation

Financial Outlook and Goals

·    Analysis of current Management Accounts

·    Finance & Investment Diagnosis:

-      Funding – equity, debts, investible reserves?

-      Cash flow?

-      Gross margins?

-      Overheads?

-      Receivables?

-      Payables?

-      Assets & assets quality?

Streamlining the Business Assets

•   Assessment of resource endowments

•   Property efficiency

•   Plant and Equipment efficiency

•   Inventory

•   Receivables & Payables

•   Information systems.

DAY THREE

How about Financial Prudence?

•    Procurement

•    Costs profile

•    Projects execution competence

Examination of Infrastructure Efficiency

·   Reconfigure facilities?

·  Increase utilization of facilities?

·  Divest low-utilization equipment?

·  Utilize more flexible/expandable systems?

New Targets to Pursue - Make Disciplined Strategic Choices

·  Capital Spending Plan

·   Financial Projections

·  Inventory of goods and spares

·   Prepare worst case & best case scenarios

·   Prepare contingency plans

• What will success look like for the Organization?
• What action should be considered or taken?

DAY FOUR

Diagnosis of Leadership Business Acumen

·          Where is the Business Getting Stuck:

-      Leadership business acumen?

-      Business development?

-      State of cash flow?

-      Fulfilling customer demand?

-      Strategic support?

·          Leadership Issues:

-      Personal Stakes?

-      Business Experience?

-      Ethical and Compliance issues?

-      Priorities and Frictions?

-      Risk appetite and risk assessments?

·          How the Management Runs:

-      Cohesive or Fragmented?

-      High or Low central control?

-      Bureaucratic?

-      Organic?

-      Mechanistic?

-      Anarchic?

DAY FIVE

Human Capital

·    Skills and proficiency levels?

·    Productivity levels?

·    Average contribution per head?

·   Work habits?

Technology Challenge:

· Incremental improvements?

· Total overhaul?

·  Optimizing technology investments?