Generative AI for Business · Transformation and Performance
Transformation and performance: move the number that has to move this year
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EDON helps mid-sized companies deliver a result that cannot wait: a turnaround with cash under control, costs that stay out, an operating model that stops getting in the way, and change that people adopt. Interim leaders step into empty seats, and the method stays with your team.
Is this your company?
Owners and leadership teams usually call us in one of four situations.
01
The number has to move this year
A cost or margin target with a date on it.
What we do
find what can be removed rather than deferred, in an order that lets the savings survive the second year.
02
The operating model is the problem
Work gets done around the structure.
What we do
redesign the decision rights before touching the organisation chart.
03
The change is decided, and nothing moves
The plan is announced, but people still work the old way.
What we do
change management built into the work: the case for change in each team's own terms, leaders who carry it, and measures that show it is sticking.
04
A seat is empty and the clock is running
A finance, operations or managing director has left, and the right hire is months away.
What we do
interim leadership in the role itself, with the handover planned from day one.
How we work, in every capability
The four moves in full- 01DiagnoseSo you solve what actually matters, fast.
- 02ProveSo you see tangible value before committing further, and hold something useful from day one.
- 03DeliverSo the strategy lives, instead of dying on the shelf.
- 04TransferSo your team is stronger when we leave.
When we would say no
- The company is already insolvent, and no realistic plan covers the debts. Start with an insolvency lawyer: Finnish law does not allow restructuring when the programme is unlikely to remove the insolvency (Restructuring of Enterprises Act, section 7, as amended in 2022 (opens in a new tab)).
- The market for the core business has gone. Selling, or closing in an orderly way, protects more of what the owners still have.
- The owners will not change how the company is run, or will not fund the plan. No programme works without them.
- The choices themselves are wrong. If the company competes in the wrong places, a leaner operating model will not fix that; settle the strategy first.
Questions
What happens in the first 13 weeks of a turnaround?
Cash first: a 13-week cash forecast, reviewed every week, so each decision is taken against the cash it costs. Then the few moves that change the result, in an order that keeps the business running. The Turnaround Toolkit sets out the method.
Do you only work on turnarounds?
No. The same work covers cost, the operating model and change management in companies that are not in crisis; in a turnaround, cash leads.
Why is change management part of every engagement?
Because a plan that people do not adopt changes nothing. We plan the change with the work, not after it: who is affected, who leads it, what people need to learn and how we know it is sticking.
Which interim seats do you fill?
Any executive seat, the CFO included, with the handover to the permanent hire planned from the start.
Start with the problem, not the proposal.
If a cost, margin or cash target has a date on it, EDON offers a free 30-minute sparring session, with no obligation.
Thinking in this capability
What we have written about it.
Resources for this capability
The Turnaround Toolkit
Four stages, from the first 30 days of cash control to the board’s role once the crisis has passed. Free to read.
