The Manufacturing Agenda
What, if any, main immediate actions did your board take in response to the most recent trigger?
The value of specialist support
30%
Pursuit of M&A (sell-side)
These findings highlight a clear contrast between the issues occupying boardrooms and the indicators lenders use to track performance. By prioritising structural risks over financial risks, manufacturing boards are grappling with more complex challenges as they work to build businesses with enduring value. Lenders and investors, meanwhile, tend to prioritise liquidity and capital preservation, in a bid to underpin short-term resilience. As a result, understanding how these perspectives align has become increasingly important. Many manufacturers are navigating a complex mix of structural pressures and operational risks, and this divergence in focus can create gaps in communication or expectations. Advisers who understand both sides of this landscape can help bridge these viewpoints, ensuring that board decisions are grounded in a clear understanding of lender priorities and that stakeholders remain aligned as conditions evolve.
29%
Cost reduction review
28%
Appointed an adviser
28%
Pursuit of M&A (buy-side)
28%
Change of leadership
25%
Investment review
20%
Refinance
*Respondents were asked to select up to three.
79% 28%
Success of reactive decisions
Success of major strategic decisions
14
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