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Corporate crisis management by D&I

Act fast, stabilize, rebuild.

At D&I we support companies facing critical situations: loss of operational or financial control, cash crisis, strategic misalignment, social tensions, loss of key customers, etc.

Typical crisis situations

Tight cash flow or lack of liquidity
Tight cash flow or liquidity shortage Sudden drop in business or loss of major customers Disorganized or failing governance Internal tensions, key departures, HR crisis Deteriorating relations with financial partners Unstable or unpredictable external environment Difficult transition (change of management, merger, sale)

Our concrete interventions

Immediate stabilization

D&I steps in urgently with a flash inventory: cash, contracts, HR, debts to make a rapid diagnosis. This is followed by prioritizing critical actions targeting real-life emergencies. The objective: securing cash flow and vital operations to avoid downtime and regain control.

Resumption of operational management

After the stabilization phase, D&I supports the structuring crisis reporting (cash, sales, profitability), so that we can take over the steering with full visibility. We are working on reactivating teams around a clear direction. This is essential to remobilize people and give them a sense of purpose. If necessary, a rapid, targeted reorganization to restore operational efficiency.

Governance support

D&I offers a temporary handover or close support for management to ensure effective governance in critical times. We also provide coordination with shareholders, the Board and external partners to guarantee aligned management. Finally, we take care of managing sensitive communications to ensure clarity and control of the story.

Recovery plan

We work with you to set a solid course through drawing up a realistic, measurable and phased action plan adapted to the seriousness of the situation. We provide supported implementation, with a commitment to results to guarantee the impact of our decisions. Depending on the issues at stake, we can ensure the piloting of the turnaround in commando mode with a dedicated, rapid and fully mobilized team.

Why call on D&I in a crisis situation?

In critical moments, you need a clear-headed, responsive and hands-on partner, capable of making decisions, structuring action, and rallying teams.

We bring an external, expert and committed perspective to prevent stagnation, limit losses, and lay the foundations for a sustainable future.

In a tight spot? Don't wait.

The sooner action is structured, the greater the room for maneuver.
Contact the D&I team for a confidential and immediate discussion.

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Experiences

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Securing results through operational management

One member of the diagnosis team is responsible for implementing the plan.

He intervenes either alongside the existing manager or as the actual operational manager if necessary.

The duration of a mission may vary considerably (on average from 6 to 9 months), depending on the time required for the effective implementation of the agreed measures, including the final handover.

His teammate takes on the role of controller, and ensures the smooth execution of the mission, in line with the expected quantifiable results.

Formal and periodic reviews are conducted by the team members themselves.

Each mission benefits from the collective experience of all D&l partners.

A plenary review of all ongoing missions takes place monthly. It includes a detailed progress report on the work completed, focused on expected performance.

From the company’s perspective, a progress review of the action plan is held twice a quarter with shareholders and/or senior management.

This review is in addition to recurrent business/finance meetings and is structured as a critical review: current status, parameters to be confirmed or modified, etc.

This system aims to ensure the success of the mission and the achievement of the expected results.

Operational diagnosis

It always serves a dual purpose:

  • Identify root causes of problems and dysfunctions, as well as the company’s key success factors
  • Draw up a quantified plan for improving operational performance or turning around the company, generally over 12 to 24 months.

 

Diagnosis is systematically carried out by a team of 2 to 3 associates to ensure the quality and relevance of the conclusions.

It takes 5 to 6 weeks and includes a mid-term critical review. A final, formal, and detailed report is submitted to the clients.

Communication of the Diagnosis

When D&I is entrusted with the management of the action plan, as agreed with the current manager, the diagnosis itself and its action plan are explained to operational managers, key people in the company and, more generally, to all stakeholders involved, in order to ensure their support for the program and their future involvement.

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Expériences