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The central challenges facing companies are volatility, transformation, the development of an agile mindset and alignment throughout the organization, according to the unanimous opinion of experts at the 12th Corporate Strategy Execution Forum.

The high speed of change in many markets makes it clear how important it is to act as early and in a coordinated manner as possible when unforeseen events occur. What helps us to deal with uncertainty?

The Corona Crisis has accelerated the digital transformation, which will change the organization and value chain of many companies in the short and medium term. Now is the time to drive digital transformation effectively and sustainably.  We summarized some current trends for you:

Many transformation efforts remain ineffective. And often not because of a flawed strategy, but because the change does not reach the organization sustainably. Taking the organization through a phase of change is one of the key tasks of leadership – and managers should know these 6 risks.

In the last part of our series on the topic of transformation, we described the prerequisites for successful transformation and how to use opportunities in one's own situation. Read now in part 2 how transformation can succeed.

As a result of the crisis management, many companies have already successfully implemented initial changes and are initiating new topics for implementation. We are experiencing a seamless transition to a phase of transformation that not only involves risks, but also opportunities. We have summarized a few of the success factors for sustainable transformation.

The hard lockdown seems to be over for the moment. Germany and Europe are awakening again. Although the consequences of the crisis are not yet fully visible, clear trends are emerging due to major consulting firms. We, as well, observed these changes, combined them with our practical experience and summarized the most important trend topics for you:

One of the central tasks of the CFO during a crisis is to ensure financial liquidity. A liquidity squeeze can quickly threaten the existence of the company. Especially in times of crisis, a lot of extra measures are required in addition to operational cost and liquidity management.

In economically difficult phases, companies run the risk of focusing exclusively on key operating figures and losing sight of important strategic issues. With these 5 evaluation perspectives you avoid strategic mistakes and ensure a balanced initiative portfolio management.

We are experiencing one of the biggest shutdowns in recent history. Nearly all companies are currently asking themselves how they can avert greater losses from their business from the effects of the crisis on their business, how they can continue to act and how they can prepare for the "ramp-up" after the crisis.