Philosophy  

 

Philosophy

SMC considers the fit between visions, goals, strategy, human resources and organizational design (the design of organizational structures) the key to long term success. It should always be confirmed that the interests and goals of the people involved in entrepreneurial processes comply with the goals of the organization and it's owners.

Taking this into account, SMC advises both the shareholders and the management of a company or organization. It supports the analysis of the actual and the future market situation of a company and the evaluation of the potential of the business. Based on these results SMC supports restructuring measures, as well as those activities which secure vital growth. This service includes planning and managing of strategic alliances and the administrative support necessary with respect to the acquisition and/or merger of companies or parts, thereof.

Additionally, SMC counsels companies, individuals and institutions which plan to invest in a company (e.g. in the course of a succession). Depending on the situation, such transactions may be structured as LBO [Leverage Buy Out], MBO [Management Buy Out], or MBI [Management Buy In]. As a special focus, SMC gives direction in the procurement of equity and outside capital to finance growth-oriented business plans.

In order to avoid destructive tendencies due to change within a company environment, a strict confidentiality policy is an absolute must. Uncertainty and incomplete information could lead to a loss of key personnel, demotivation of employees, negative irritation among suppliers, clients, banks or investors and other irreversible damages. Therefore, at the beginning of each project SMC will develop a communication strategy for the planned concept.

In many companies, key success-linked individuals have come or are about to reach the retirement age, therefore, a "doubled-succession of generation" (shareholders/management, as well as, medium level/success-linked individuals) must be handled. Such a task can only be pondered, tackled and solved successfully, if business management concerns are considered in close connection with questions of human resources management.

In the symbiosis of strategic concepts and their successful implementation and enforcement by and the installation of an appropriate staff, two fields of problems can often be observed in practical application:

1. The administrative concept proves defective, when:
 
Basics-critical for success-are incorrectly assumed.
Important basics-critical for success-are not considered.
Wrong conclusions are drawn from the correctly analyzed basics-critical for success.

2. The human resources management does not correspond successfully to the ("correct") strategic concept, when:
 
The concept was incorrectly understood and, therefore, cannot be implemented correctly.
The concept is considered incorrect and, thusly, manipulated or blocked (political aspect).
A certain "know-how" and a certain culture is necessary for the propitious implementation of the pursued concept, but, neither exists.

In the competitive markets, those companies which achieve a favorable balance between future-oriented concepts as well as the actual day-to-day dealings and the conduct of their employees will originate the greatest certainty for prosperity. Therefore the human resource management develops more and more into the key factor in modern management.