Corporate Responsibility Turnaround Strategy

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CRTS - Corporate Responsibility Turnaround Strategy announced by Gila and Co and trademarked by Gayle Bulls Dixon

CRTS - Corporate Responsibility Turnaround Strategy announced by Gila and Co and trademarked by Gayle Bulls Dixon

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  • 1. Corporate Responsibility Turnaround Strategy (CRTS)TAKING OWNERSHIP…TAKING INTEREST…TAKING ACTION
    Gayle Bulls Dixon
    gayleabulls@yahoo.es
    Gila&CoPaseo de la Castellana, 15328046 Madridwww.gilaandco.com
  • 2. Leaders of companies in complex and crisis situations…
    are in the most advantageous position for change.
    have board discussions that revolve around financial viability as only issue for survival.
    experience intense pressure from all direction (NGOs, investment fund interests, media, consumer journalism and user generated content (UGC) from social networks – Facebook, Twitter, Scribble Live).
    have internal initiatives that are often separately supported by small groups with conflicting motives. They become complex and undefined.
    may think it impossible to do enough.
  • 3. They need a framework.
  • 4. Global economy on slow, uneven path to recovery
    GOOD NEWS: ROBUST RECOVERY
    Output expanding at varying speeds: Growth strong & close to pre-crisis levels in some EMEs in S. & E Asia & Lat. America…
    …recovery in some OECD
    member much weaker.
    US on verge of self-sustaining recovery; growth in Europe more
    subdued.
    Global economy
    back on growth
    Track
    Performed better
    than anticipated
    Recovery expected
    to continue…
    ….after most
    severe recession
    (2009) Since
    WWII
    BAD NEWS: RECOVERY UNEVEN ACROSS AND WITHIN REGIONS
    *Source - TMA International News – Q2 2010
  • 5. “It is hoped that the regulatory environment is better adjusted to monitoring the recycling of these imbalances than before. In any event, the uncertainty will provide restructuring professionalswith a continuing stream of challenges in the foreseeable future.” Dr. Andreas Dombret-Deutsche Bundesbank
    Varying speeds = varying behaviors from banks, lenders, creditors, govts, etc
    Multi-national companies been multi-cultural solutions
    New laws = uncertainty of strategy and design
    Turnaround Specialists must be able to create multi-level strategies that address a restructuring project at any stage in an intensely uneven marketplace.
  • 6. Corporate Responsibility to meet market demands
    On order to meet the expanding demand that uneven marketplace dynamics create for Turnaround Specialists, we are adding a Corporate Responsibility element to our already market proven planning process. (Also known as Corp. Social Responsibility-CSR, Sustainability, Corp Social Entrepreneurship-CSE)
    Before seen as a distant plan/function to be created once restructuring is complete, we believe this is a critical consideration and quite possibly a fundamental opportunity to re-establish trust in communities where our client companies are restructured and serve.
    We expect to experience increases in requirements from stakeholders for Viable Corporate Responsibility components within Restructuring Plans as a determining factor in gaining approval for the plan.
  • 7. The Process:
    REVIEW
    IDENTIFY
    CREATE
    COMMUNICATE
  • 8. REVIEW
    RESET BOUNDARIES - Analyze your company’s footprint – solutions you already offer - problems that you create.
     
    An analysis of the client company/division will be completed to identify where you are successfully fulfilling as a part of your existing culture the growing requirements of Corporate Responsibility. (SPILLOVERS THAT OTHERS IN YOUR SYSTEM ENJOY AS A RESULT OF YOUR OPERATION)
  • 9. IDENTIFY
    ESTABLISH PRIORITIES
     
    As a part of the analysis we will identify any basic requirements that have not yet been established. “How do you start and what are you going to begin measuring?”
  • 10. CREATE
    SET MEASURABLE GOALS
     
    We will create a plan to quickly highlight your success or, if necessary, bring the company into compliance. If requested, we will assist in implementation of the plan.
  • 11. COMMUNICATE
    TRANSPARENCY
     
    Reporting options for your specific company culture will be recommended. If requested, we will assist in implementation of the communication process.
  • 12. RESULTING IN:
    Shorter approval time and stronger support for restructuring plans
    Stakeholders, NGOs, courts, creditors, communities, vendors, shareholders
    Increased profitability in restructuring results
    More beneficial public opinion of company
    Happier company employees
    Stronger negotiating position for company with creditors, employees, banks, courts, etc.
  • 13. Gayle Bulls Dixongayleabulls@yahoo.esGila&CoPaseo de la Castellana, 15328046 Madridwww.gilaandco.com