Corporate Transformation Management

I. Basics • Definition of innovation and turnaround • Current state of research of innovation in turnaround management • Hurdles of innovation in turnaround situations (thread-rigidity theory vs. innovation theory) II. Sources of innovation • Product innovation in turnaround management • Process innovation in turnaround management • Marketing innovation in turnaround management • Organizational innovation in turnaround management III. Strategy and innovation in turnaround • Innovation strategies in turnaround management • Success of innovation in turnaround situations

• Selected tools for business model development in transformation processes • Hierarchy-independent selection of employees and external experts • Structured implementation of the business model development project • Implementation of the testing phase on the market or at the customer • Basics of project coordination using modern management tools • Establishment of a project monitoring incl. reporting system

• Definition of innovation and types of innovation • Integrated process model for innovation and product management • The innovation dilemma • Critical factors of innovation success • Idea management, creativity and open innovation • Systematic product concept development (market and competitor analysis, concept definition, concept evaluation, quality function deployment) • New product development (Ansoff matrix of growth, the V-model, reasons for misdevelopment, agile new product development) • Idea development (strategy development, infrastructure, copycats) • Tools and techniques of idea generation (competence analysis, scenario technique, search field analysis, creativity techniques, expert interviews, scoring model, profitability analysis) • Business plan creation

• Basics and overview (projects and project management, role of project management, PM approach clas-sic/agile/hybrid) • Project initiation and planning (project start, project goals, project organization, phases, milestones, work breakdown structure (WBS), stakeholder analysis, risk analysis, use of modern project management techniques) • Project control (project controlling, project status reporting, milestone trend analysis) • Project closure (lessons learned, project closure report) • Success factors for project management (overview of success factors, project crises and conflicts, teamwork and communication)

I. The term crisis and the analysis via key figures 1. The recognition of a crisis • financial accounting and annual financial statements • performance and control variables • reorganization and over-indebtedness audit • crisis stages and reorganization expert opinions 2. "Crisis cockpit" and crisis indicators • Capital structure, asset and earnings analysis • Financial ratios with adjusted data • Financial and performance crisis indicators • Case study: Early Crisis Detection II. Strategic early warning systems • Recognizing a strategic crisis • Group discussion: Development of solution proposals

The Management Talk course aims at inviting guest professors from Austria and abroad (partner network FH Kufstein Tirol) on the subject areas of transformation and turnaround management, with special consideration for international standards. • Margin cost accounting • Target costing • Activity-based costing

• Legal and economic requirements for risk management systems • Identification of risks • Methods for quantifying risks • Types of risk measures • Methods of risk aggregation and determination • Organizational design of risk management systems • Risk management and transfer • Risk management & rating • Risk management as an integral part of corporate management • Determination of capital cost approaches for value-oriented corporate management

Part A - Forecasting Methods: • Overview of different forecasting methods • Simple quantitative methods (especially time series analysis and causal methods, e.g. trend extrapolation or linear regression) • Qualitative methods (e.g. Delphi method) Part B - Scenario techniques: • Overview of different scenario techniques • Application options and examples

• Phases of a transaction (initial contact, mandate, preparation of exposé, company valuation, search for buyer or seller, letter of intent, due diligence, contract negotiations and closing) • Special features of distressed M&A (asset deal and share deal) • Capital Asset Pricing Model (CAPM) • Determining cost of capital with the WACC approach • Overview of business valuation methods • Valuation of companies using the capitalized earnings value method, the DCF approach and the use of multiples • Price setting in practice: Buyer and seller perspective

The Management Talk course aims at inviting guest professors from Austria and abroad (partner network FH Kufstein Tirol) on the subject areas of transformation and turnaround management, with special consideration for international standards. • Budgeting • Working Capital Management • Financial and Performance Indicators (KPIs) • Consideration based on different accounting standards

I. Restructuring within the individual functional areas • Purchasing • Production • Construction • Logistics • Sales • Human Resources • Accounting • Research & Development II. Negotiations with creditors taking into account different partial interests • Credit institutions and trade credit insurers • Suppliers • Social insurance agencies and tax authorities

I. Fundamentals of Corporate Finance II. Fundamentals of Restructuring Financing III. Financial restructuring measures in the area of debt capital • Waiver of loan termination • Standstill agreement • Conversion of existing liabilities - Declaration of subordination, debt-equity swap • Reduction or waiver of existing liabilities - Waiver of claims • Injection of new debt capital - Restructuring loan IV. Special forms of restructuring financing (mezzanine loan incl. participating loan, typical and atypical dormant part-nership, debtor-in-possession capital, profit participation rights, convertible bonds) V. Other financial restructuring measures • Book-based equity restructuring • Subsidies and capital increases • Shareholder loans • Turnaround equity Financial restructuring measures in the area of assets (sale of non-operating assets; factoring & forfeiting)

• basic knowledge of forecasting and its active application in practice • building up of an integrated planning and control system (PAC) taking into account the corporate strategy • limits of budgeting and alternative concepts (better, advanced, beyond budgeting, modern budgeting) • instruments of analysis (target/actual comparison) in controlling • building up of reporting and essential design elements in reporting as a basis for control decisions • data preparation and visualization to different addressees

The Management Talk course aims at inviting guest professors from Austria and abroad (partner network FH Kufstein Tirol) on the subject areas of transformation and turnaround management, with special consideration for international standards. • Value Chain Analysis • Human Resources • Research & Development

The Management Talk course aims at inviting guest professors from Austria and abroad (partner network FH Kufstein Tirol) on the subject areas of transformation and turnaround management, with special consideration for international standards. • Distinction between interim management and restructuring consulting • Requirements profile of interim management • Role expectations and project procedure • Quality assurance and remuneration

I. Basics: • Difference between qualitative and quantitative research • Limitations of quantitative research • Relevance of qualitative research • Theoretical framework (positivism, constructivism, construction of knowledge, symbolic interactionism, ethnometh-odology, structuralist model, etc.) • Types of data • Texts and reality II. Research design • formulation of research questions and hypotheses • selection and construction of research design • planning the research process in qualitative research • analysis of existing literature • selection of sample/experts III. Qualitative data analysis • transcription and data management • coding according to Grounded Theory • use of software in qualitative content analysis • presentation of results, objectification and discussion of results

Within the course, projects are worked on for and with a project partner from business, association, science or politics. In this, the participating students are to work on a comprehensive problem in order to deepen their knowledge in accordance with the course contents of the degree program. The students are fully responsible for the elaboration and solution of the problem. A specification of the project contents will be worked out in advance by the project partners. As a rule, the students prepare a presentation with corresponding recommendations for action. The results are usually presented in a presentation to the decision-makers, sometimes also to and with the entire staff.

The 5-day stay serves to deepen and complement the topics of transformation and turnaround management covered in the course content. Together with decision-makers from SMEs, corporate groups, restructuring consultancies, insolvency administrations and credit institutions, the applied tools in connection with change processes in companies will be presented and discussed. In addition, there is an expansion and deepening of individual competencies.

The aim of the course is to ensure the students' reflection during the period of working on the Master thesis, in particu-lar practicing defending and presenting academic topics as well as shaping discussions and conducting discourse.

Independent development and elaboration of an interdisciplinary subject area in the field of transformation and turna-round using scientific methods. Ideally, there is a synthesis of business-related, transformational and legal problems and solution approaches.

• Overview of IT law areas • Legal requirements of data protection and implementation in companies • Telecommunications Act and DSGVO • Special areas of IT law in digitalization and reorganization projects • IT-relevant issues in corporate transactions

• Basics of Human Resource Management (definition, organization, terms etc.) with special consideration of change processes • Employer Journey (recruiting, employee development, employee retention, outplacement etc.) in the transformation process • General labor law (establishment, amendment, termination of employment relationships) • Company (partial) transitions • Company (partial) closures • Other reorganization measures • Workshop/Case Study

• Insolvency development and causes of insolvency • Corporate restructuring • Restructuring law • Measures for out-of-court corporate restructuring • Types of corporate crises • Overview of the applicable insolvency system • Basic features of liability law • Transferable restructuring • Creditors affected by restructuring • Risks of failed restructuring • Equity Substituting Capital Act (EKEG) and prohibited return of capital contributions

Case-based integration of the following subject areas: • Balance sheet structure analysis • Strengths and weaknesses analysis restructuring ability • Liquidity and financial requirements creditor discussions • Emergency program to generate liquidity • Project management and allocation of responsibilities • Operational immediate measures restructuring concept • Financial and performance-related restructuring measures liquidity management • Organizational change • Management structure and management staffing restructuring balance sheets • Restructuring program disposal of parts of the company Disposal of the entire company

• Different approaches of applied restructuring appraisals • Restructuring ability & worthiness • Structure of a restructuring appraisal (description of the crisis stage, sustainability of the business model, integrated planning, planned restructuring measures etc.) • Special features of liability law from the expert's point of view • Controlling of the implementation measures

• Early recognition and early disclosure - the role of the media • Systemic analysis within the communication strategy • Stakeholder analysis and communication requirements of different stakeholders • Creditor communication as a specific challenge • Reputation management as a core task of strategic communication • Principles of crisis communication • Essential theoretical foundations of the PR concept Transformation situations • Learning tools and methods for successful communication in restructuring and transformation situations • Mechanisms and modes of action of the media, taking into account the importance of digital media • Working through case studies

• Types of analog and digital workflows and their specific uses • Definition of relevant digitization fields • Development of a digitization strategy • Further development into a digital business model (incremental digital optimization of existing business models, business model innovation)

• Options for raising capital in start-up situations • Overview of different exit strategies of investors (e.g. IPO, buy-out, secondary buy-out, trade sale, etc.) • Fundamentals of contract law peculiarities and liability risks • Fundamentals of capital market law • Start-up as a strategic add-on for corporates