Articles, news and events from Beerligroup AG on transformation, turnaround, leadership and boards of directors.
Book by Paul Beerli
1,000 thoughts for when you’re the boss.
A practical source of inspiration for executives who wish to better understand emotions, resistance and impact in challenging leadership situations.
A modernisation project had cost EUR 28 million without any tangible progress. As an interim CTO, the first priority was to create transparency – and then to summon the courage to halt the project.
Marc Wanderer · Senior Executive Advisor
Pressure from investors to grow, the crypto winter and an onboarding process carried out against the advice of Risk, Legal & Compliance: how a FINMA enforcement procedure gave rise to a new risk culture.
Ralph Sutter · Senior Executive Advisor
How a Swiss industrial SME is embarking on its biggest transformation – and why various external leadership resources from Beerligroup suddenly became a strategic success factor.
There is a growing demand for people who can solve problems – not just those who analyse them in theory. On a quiet paradigm shift.
Paul Beerli · Board of directors
It is not the idea, but its implementation that matters. The typical patterns of failed transformations – and what really helps.
Often, it is not the organisation that is the problem, but the leadership team. Why real change always starts at the top.
Staff reductions are the most difficult part of any transformation – not because of the numbers, but because of the people.
Transformations rarely fail due to a lack of communication, but rather because of the wrong kind of communication. What constitutes good communication.
A lack of operational insight: the greatest weakness of many boards of directors – and how to remedy it.
In stable times, much runs automatically. In times of upheaval, leadership determines success or failure.
Rather, it is due to a lack of leadership. Typical patterns: And at some point, the project simply ‘carries on’ – without any real progress.
The greater the challenges, the less honest feedback you receive. What happens then is that a good sparring partner does exactly the opposite:
Beerligroup AG is responding to this by strategically expanding its network and has recruited five experienced professionals as Senior Advisors: André Schläppi, Daniel Lehmann, Christoph Ernst, Rolf Steinmann, …
His professional career is wide-ranging and combines entrepreneurial, operational and strategic responsibilities: as a partner, shareholder, CEO and board member of a leading Swiss …
As a qualified business economist (GSBA) with an MBA from the University of Bedfordshire, he has undertaken in-depth further training in digital and AI transformation, including at INSEAD and the University of St Gallen …
Throughout his career, Christoph Ernst has developed a deep understanding of the B2C and B2B markets. His focus is on medium-sized, predominantly manufacturing companies with an international …
Rolf Steinmann has a proven track record in implementing challenging transformation and outsourcing initiatives, as well as in restructuring large organisations. His expertise …
The problem is the distance. Many consultants say: ‘The responsibility remains with the company.’ And that is precisely where the real problem begins.
Throughout his career, Stefan Ludewig has successfully guided companies through phases of restructuring, transformation and growth. His particular strength lies in his ability to quickly get to the heart of complex …
Gestach stands for a holistic approach to human resources: from strategic direction, through organisational design and leadership, to culture, governance and consistent implementation. Their …
In most cases, this is not true. What is missing is this: strategies are rarely the problem. They fail because:
But rather because nobody takes responsibility. In many companies, the following happens: And then what? Not much happens…
As a CEO, you lead a larger SME and face international competition; margins are under pressure and the pace of the market is accelerating. For you, transformation is not just a strategic project – it is …
Transformation rarely fails because of a lack of ideas. It fails due to implementation, leadership and excessive workload. This is precisely where Beerligroup AG comes in. We support companies through complex change and transformation phases, …
His focus lies in the strategic alignment of corporate vision and technology, in leading global teams of top clients with international profit responsibility, and in negotiation and …
Many companies are facing stagnating turnover and strategic decisions regarding their sales operations. What matters here is not the number of customer visits or the accuracy of forecasts, but rather the question of whether …
A medium-sized general contractor with around 120 employees, specialising in the construction of solid-built detached houses, found itself in a difficult position following its takeover by a foreign …
Robert Augat · Senior Executive Advisor
A practical example from Swiss industry illustrates the potential of a holistic approach. In a challenging market environment characterised by high volatility, disrupted supply chains and rising …
Raffaele Starace · Senior Executive Advisor
Eliseo Auciello has more than 25 years’ international experience as a senior manager in industry. During his career, he has held both line management roles and project management positions, and has …
Change and turnaround management are among the most demanding tasks in corporate management, as they usually take place under considerable time pressure and uncertainty.
Are you facing a genuine crisis, a necessary change, or has your business always been challenging? Are you affected by geopolitical economic crises, as well as changing markets and new …
Every organisational change is unique. What they all have in common is the human factor as a key to success and the question: ‘What does this specific change mean for me?’
Successful change and transformation projects put people at the centre. Key factors include involving staff at an early stage, open and transparent communication, and leaders who …
Among the new recruits is Robert Augat, a proven specialist in restructuring, financial matters and operational management. Augat brings decades of experience from challenging turnaround projects and …
Many companies are keeping their heads above water through short-time working. This eases the pain, but does not cure structural flaws. Several thousand jobs were already lost in the first half of the year – and the trend is …
The Board of Directors of Beerligroup AG has appointed Marcos Arias as the new Managing Director and Head of Sales. Arias brings over 25 years’ national and international leadership experience to the role. He has held senior …
The bare figures speak volumes. According to the Federal Statistical Office, there were already 2,086 centenarians living in Switzerland in 2023 – an increase of 3.2 per cent compared with 2022, around 80 per cent of whom were women. In the year …
Markus Ganter, Stefan Künzler, Urs H. Toedtli, Albert Pflugfelder – how does a turnaround actually come about?
But how does a king – sorry, a CEO – actually go about modernising his kingdom? Does he draw his sword? Or is it more likely to be a PowerPoint presentation?
Middle managers are under pressure. They find themselves, so to speak, caught between two stools: the strategic objectives set by senior management and the practical challenges faced by staff on the operational front …
Many executives have not grown into their roles, but have slipped into them. Often, this is because they are technically proficient or are promoted as a form of ‘recognition’ (or, if you prefer, ‘appreciation’). This …
There is a sense of upheaval at a company in Eastern Switzerland, but not in a positive sense: sales figures are stagnating, and in some markets they are even declining. Cost pressures are mounting, and the …
Paul Beerli, in a nutshell: What is your new book about? It is about leadership from a human perspective, rather than from the perspective of business requirements. ‘Emotions, success and a touch of chaos’ …
