How SMEs are braving the crisis and preparing for the future

What is the resilience of SMEs? What measures are companies taking to prepare for the post-corona period?

We discussed these and other questions with selected companies in April 2020. Internationally active medium-sized companies with 500 to 15,000 employees were surveyed. The interviewees examine crisis management from the perspectives of different industries, roles and organizational structures, which share common patterns despite all differences in business.

As a result, SMEs expect massive effects the corona crisis on his shop. At the start of the crisis, the majority of respondents focused on securing financial factors such as turnover, costs and liquidity.

The good middle class is sturdy enough to survive crises of this kind well, but the unique situation and the distributed management have demanded a lot from everyone involved. Not least because good support systems away from XLS, PPT and email for Crisis management is missing.

Despite all expected effects, companies leave little doubt about their business models and are confident about their ability to adapt and change quickly Responds to changing conditions.

Although the Consequences of the crisis yet vaguely are and infos for decisions sometimes are missing, the sleeves are rolled up and the crisis is also being used for change. Even during the shutdown, the majority of companies initiate activities that go beyond pure crisis management. Stand here Portfolio optimization, Digitalization initiatives and customer relationships in the foreground.

Less than half of respondents use Future scenarios systematic and balances this with the business planning off. The process is not easy, especially as SAP and Excel primarily use tools that reach their limits when it comes to supporting strategic planning.

Overall, good SMEs during the crisis are building on their deep-rooted roots and particular strengths: close cohesion, pragmatic action and confidence. Even if the energy required for this requires so much effort, it is essential to maintain the state of a new stability to achieve. To this transformation To master successfully, appropriate prerequisites be created.

Building on survey results, research and our own experience, we have 6 recommendations for action put together that can create a robust basis for successful transformation.

The detailed results of the survey and our 6 recommendations for action can be found in our white paper.