{"id":117641,"date":"2025-09-05T09:00:00","date_gmt":"2025-09-05T07:00:00","guid":{"rendered":"https:\/\/www.fup-ag.com\/?post_type=case-study&p=117641"},"modified":"2026-04-21T14:43:51","modified_gmt":"2026-04-21T12:43:51","slug":"corporate-restructuring-through-cultural-change-in-the-construction-supply-industry","status":"publish","type":"case-study","link":"https:\/\/www.fup-ag.com\/en\/case-studies\/corporate-restructuring-through-cultural-change-in-the-construction-supply-industry\/","title":{"rendered":"Turnaround through cultural change"},"content":{"rendered":"
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How did an owner-managed medium-sized company achieve a successful turnaround through a cultural change?<\/span><\/h1>

When a turnaround not only averts a current crisis, but also creates sustainable competitive advantages, true executive expertise is revealed. Sebastian Noack made the turnaround at a manufacturer in the metal and plastics industry possible – and gave the company new appeal as an employer with attractive future prospects.<\/p><\/div>\n <\/div>\n\n\n

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What was the initial situation of the company as a medium-sized, family-owned manufacturer?<\/span><\/h2>

A medium-sized brand company from the processing steel and plastics industry with around 50 employees and a turnover of 15 million euros was facing an existential crisis. Decades of successful management by the founder had left the company stuck in old patterns. Without any real product innovations or a clear sales and corporate strategy, it reacted to the declining economy with a ruinous price war – but without halting the downward trend. The result: further declines in sales, loss of customers, withdrawal from foreign markets and a tense atmosphere among the workforce. Financial reserves were exhausted and the company’s banks urgently called for restructuring, while employees suffered from fear of the future and demotivation.<\/p>

The turnaround pursued four main objectives:<\/p>