Decision Makers
CEO Advisory | Leadership & Transformation
Future Viability

Future Viability

Future Viability - Why CEOs need to Future Proof their Business Today?

In today's fast-changing world, businesses face numerous challenges that threaten their sustainability, competitiveness, and growth. The speed of technological, societal, and political developments is unparalleled, and businesses must adapt to remain relevant and successful. Relying solely on past successes is a luxury that only a few companies and their executives or owners can afford.

Developing an Attractive & Future Proof Business Model

To secure competitive advantages, innovations, and market share, businesses must develop an individual and attractive business model that meets the requirements of different governance models and management. The future viability of companies depends crucially on how successful they are in shaping decision-making and leadership models to meet the new realities of changed challenges.

Companies face various challenges that hinder their success, such as slow decision-making speed, lack of clarity around who has decision-making power, lack of transparency in decision-making processes as well as difficulties in adapting to cultural and societal changes in the environment. Furthermore, employees are increasingly seeking a sense of purpose in their work and expect honesty and commitment from their leaders.

New Challenges for Leaders & The Importance of Purpose

To address the perception of responsibility leaders and entrepreneurs must create a meaningful future vision (Purpose). This is because responsibility (ESG) is becoming increasingly important and will be the cornerstone for justifying a business model or company in almost all areas in the medium term. The image of the leader or entrepreneur will evolve from the congenial charismatic to the credible motivator and actively leading role model for values (servant leadership). This poses new challenges, including the need for effective communication, collaboration, and transparency to build trust, and the ability to adapt to rapidly changing business environments.

Here are the most important questions that should be asked and answered collectively when considering the future sustainability of your company:

How can a company establish values and goals that provide a comprehensive framework beyond daily operations, and what is the best approach to communicating and integrating them within the organization?
How do societal changes impact the leadership of a company, and how can these changes be addressed in a credible way?
Can you identify potential areas for market differentiation in sales and procurement, and how could these be effectively pursued to gain a competitive advantage?
How can we prepare for the transformation in functional areas that will be necessary for tomorrow's success, starting today? What steps should we take to create a roadmap for this transformation?
How are the structural and cultural changes in the company interconnected, and what implications does this have for key areas of change?
How can a company structure be designed to facilitate collaboration, knowledge sharing, active participation in critical societal issues, and taking a stand on key topics, while remaining open and transparent?

Our experts for Future Viability

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Hans-Martin Schneider

Senior Partner

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Hans-Martin Schneider

Senior Partner
Master of Business Administration

An absolute intention to change things for the better is part of every 4C consultant’s essential mindset. Anyone who can prove this talent in challenging project situations, will go far with 4C. This applies in particular for Hans-Martin Schneider, whose assertiveness and talent for business development is combined with a good sense of humor.

His focus is in business transformation, digitization, business development & growth as well as restructuring.

He has extensive experience in the financial services, services and technology sectors as well as with owner and owner managed companies.

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Stephan Grunwald

Senior Partner

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Stephan Grunwald

Senior Partner
Master of Economics and Business Administration

For Stephan Grunwald, consulting is an entrepreneurial activity with many variations; in various industries, for companies of different sizes, in different management structures. Yet always with the same sense of entrepreneurship. The prerequisite for all this is a sound and broadly diversified foundation in business administration. For him, however, the consistent realization of a concept is the ultimate entrepreneurial aspect of consulting differentiating 4C GROUP from its competition.

His focus lies in the CFO Office covering all aspects of decision making and controlling, reporting & planning, cost management, new role of finance (Industry 4.0), HR digitization and innovation management.

He has extensive experience in various industries and consulting of owner-managed and family led companies.

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Uwe Dorst

Partner

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Uwe Dorst

Partner
Master of Engineering and Business Administration

Successful mediators are usually familiar with both sides of a problem. Uwe Dorst is such an intermediary. As an industrial engineer, he throws both weights his technical understanding as well as equally extensive expertise in business administration into the balance of his consulting work. A virtue extremely beneficial when orchestrating optimization and transformation initiatives. Particularly when it is executed in his typical style: quietly, calmly and deliberately.

Uwe Dorst has outstanding experience in financial services and business transformation. He focuses on IT strategy, modernization of IT platforms, sourcing management, processing and operations, digitization and project governance/management.

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Christian Neusser

Associate Partner

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Christian Neusser

Associate Partner
Master of Business Administration, MBA

Christian Neusser holds a degree in business administration (FH) and an MBA with over 20 years of experience as an entrepreneur and managing director in owner-managed companies. He has many years of extensive expertise in the management, revitalisation and transformation of owner-operated and family-run companies.

His focus lies in the areas of succession, transformation, financing with a focus on manufacturing industry as well as reorganization and cost management in various industrial sectors.

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