Every sailor knows: headwind is no reason to stay in the harbour. You just need to know how to tack. For many companies in the German-speaking world, that is exactly the situation right now.
Taking the situation seriously
Markets are shrinking, energy and staff costs are rising, banks are becoming more cautious. Many companies have a strong core, a proven product, a special technology, an experienced team, and yet lack room to grow. Talking about this openly is not a sign of weakness but of entrepreneurial clarity.
When the Gulf is an option
The Gulf is not a lifeline for every company. It is a real option when the core is strong and meets demand in the region: in industry, technology, healthcare, energy or infrastructure. Then a new market, a local partner or a carve-out can enable exactly the change of course the home market no longer allows.
“We know tailwind and headwind. Both are part of being an entrepreneur.”
How a new course succeeds
- Assess honestly which part of the business has real opportunities in the Gulf.
- Secure leadership and execution so the core business does not suffer, for example with interim management.
- Rethink financing: partners and investors in the Gulf instead of relying solely on the house bank.
- Choose a structure that fits the situation and goal: own company, joint venture or carve-out.
- Use restructuring experience to identify risks early.
Companies that have been through stormy times know what holds. With the right course, headwind becomes propulsion.
