Titlebook: Successfully Managing Complex Companies; Challenge for Superv Rudolf Grünig Book 20231st edition The Editor(s) (if applicable) and The Auth

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Defining Governance and Organizationentary. Governance is then discussed, in particular the relationship between the supervisory and the executive board. The determination of the general organization is discussed based on three examples—a large bank, a technology group, and a chemical group. This is followed by brief statements on the

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Controlling Performance and Financing to ensure regular dividend payments. Then, four sub-tasks relating to the controlling of performance and financing are distinguished and described: (1) controlling of business activities, (2) controlling of investments and divestments, (3) controlling of financing, and (4) developing and applying a

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Preventing and Managing Crisesrevention and management of such crises is the subject of Chapter 12. In a two-dimensional crisis management framework, on the one hand a distinction is made between (1) escalating crises and (2) unexpected crises. On the other hand, a distinction is made between the three phases (1) crisis preventi

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Simplifying and Creating Synergiesn that the two tasks are not independent of each other but are partly in conflict with each other. In a framework, five sub-tasks are distinguished: (1) synergy creation in the market positions of the businesses, (2) simplification through the elimination of unimportant businesses, (3) synergy creat

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Developing the Company Strategicallyhe second dimension consists of the subsystems (1) strategies, (2) strategic opportunities, and (3) strategic projects. The framework is followed by a description of the tasks. The chapter concludes with the responsibilities of the supervisory and executive boards in relation to the strategic development of the company.

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Promoting Entrepreneurships, different categories of organizational units are distinguished, and the recommendations are formulated in a differentiated manner based on these categories. The chapter concludes with a clarification of the responsibilities of the supervisory and executive boards.

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