Still, the new Bilfinger boss a shadow figure: It is difficult to find an international top manager who wants to perform the arg truncated enterprise. (Photo: AP)
Dusseldorf the resignation of CEO Per Utnegaard marks the end of the former flagship company Bilfinger. He is also the beginning of the destruction of the Mannheimer Group. Thus the restructuring strategy of the native Norwegian failed that had begun a few months ago a good ten to bring the ailing industry service back on track.
Utnegaard wanted Bilfinger focus on its core business, ie on the two pillars industrial services and Building- and facility management. His plan: He wanted the biggest loss-makers, the power plant business sell. But the plan went far not to, because the high loss-making “power division” can hardly bring to the man. The energy transition ensures that the major utilities build new coal or gas fired power stations more or modernize old. They have cut investment drastically in power plants. And a turnaround is not in sight. So it looks to the sale of Bilfinger division continued bad
drumbeat of Per Utnegaard .: Bilfinger boss goes surprisingly
However, the final end of Utnegaards original two-pillar strategy already pointed off in January. Since Bilfinger informed, now also consider the sale of large parts of the real estate division “Building and Facility”. Apparently potential investors had expressed an interest in the lucrative area.
If the group in his distress, a buyer would be found for this division and for the power generation sector, would remain of the former proud Bilfinger-sales of more than seven billion euros at the end of just over half left.
In order for the withdrawal of Utnegaard is only logical. For his old strategy he can no longer sell credibly so, neither the workers and even the many small shareholders.
So ends the old strategy of former construction group, which converts through many acquisitions to a broad-based industrial service provider, now final. Former Bilfinger boss Herbert Bodner has failed years ago that dozens companies he bought, to be formed into a unit.
The largest construction companies in Europe (by revenue)
the succeeded a self-proclaimed integrator in the management team such as Hesse’s ex-Prime Minister Roland Koch no longer. For too long were allowed to prevail, the manager of the acquired companies. The shortcomings in the network of companies fell on only when the company no longer made the usual profits.
It is difficult to find an international top manager who wants to perform the arg truncated companies, and gets to work, to polish the damaged image again. In addition, the new CEO must be willing to further destruction rate of major shareholder – the financial investor Cevian -. Mitzutragen
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