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As part of a series that explores how companies can pursue strength amid uncertainty, experts across Riveron observe the top challenges businesses currently face and provide considerations for addressing those challenges.
Economic uncertainty is driven by everything from inflation to geopolitical and supply chain disruption to human capital concerns. Survey data from a recent Riveron virtual event indicates that company leaders foresee the rising cost of labor combined with employee turnover as the top business challenge for the year ahead. In addition, economic uncertainty is perceived as one of the top barriers to realizing successful inorganic growth in 2023. Amid these myriad concerns, companies everywhere are grappling with how to balance proactive cost and cash measures while realizing the potential for growth. Here are related business and industry perspectives for leaders seeking to strategically address today’s volatile economic climate:
Understanding today’s disruptive trends—and what companies should do about them
Riveron experts across accounting, finance, technology, and operations share the disruptive trends they’ve recently observed and what companies can do to chart a resilient course forward.
Consider divestitures or strategic acquisitions amid capital constraints
Josh Bier
“Rapidly shifting demand trends combined with tightening credit markets are creating financing challenges for companies. New capital can be difficult or expensive to raise, while existing lender agreements may involve challenging covenants that once seemed achievable.
Market uncertainty creates opportunities for nimble management teams to position their companies for future success. Using this time to enhance a company’s portfolio by divesting underperforming or non-core assets can provide cash flow in a time of need. Alternatively, companies with strong balance sheets can fortify their market positions by identifying and acquiring new, potentially distressed, assets.”
Anticipate ways technology can enhance post-acquisition strength
Kshipra Pitre
“Going into the next 18-24 months, companies will need to focus on limiting the dilution of profitability and shareholder value. Particularly in the private equity (PE) space, there has been a deluge of acquisitions over the last 24 months, so being able to capture that value over the next two years will be critical to set up each PE portfolio for long-term success.
While many companies anticipate a resizing of human capital to retain profitability metrics, there are other levers that should be considered. These levers can include right-sizing the technology landscape, adopting applied artificial intelligence (AI) technologies, and continually driving visibility on the value of technology adoption—showing how it enables the organization beyond keeping the lights on.”
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