CEDEC: the leader in management, direction and organization of SMEs and family businesses

Business leaders: between peaks of growth and periods of crisis

It is a fact, no business leader today can be fundamentally serene. Having to manage a structure is a major challenge, which tends to become more complex in view of the continuous transformations of the market. This powerlessness in the face of periods of crisis is particularly difficult, the leaders have not been trained in the anticipation and control of these changes. The Covid-19 pandemic has highlighted the fragility of entrepreneurs, but above all their resilience.

Except that this sanitary period is far from being the first crisis that companies have had to face. And CEDEC is in a good position to see it. Since 1965, this consultant has seen crises follow one another, and CEDEC has supported business leaders to fight alongside them over the years. But today, after administrative closures, and other consequences inherent to the pandemic, they see their activity progressing, their figures improving, thanks to tailor-made solutions. Getting up and restarting cannot always be improvised. Because if entrepreneurs have no control over the movement of their ecosystem, they can nonetheless get help to give themselves every chance to take advantage of growth peaks.

CEDEC: the leader in management, direction and organization of SMEs and family businesses CEDEC

CEDEC or the growth vector

By committing to business excellence since 1965, CEDEC aims to be one of the oldest consulting firms in France.

And the idea of ​​such a cabinet stems from an observation: leaders do not have sufficient weapons to transform themselves into leaders of growth, all the more so in an environment specific to change, upheaval and crisis.

CEDEC thus intervenes with SMEs and family businesses by drawing, with them, the best scheme of this coveted growth.

It is important to point out that the job of a business leader cannot be learned, he does not have any diploma.

You become a business leader.

Remove the fear of the crisis, relax, build a project together, the cabinet defends this idea.

More than a transmitter of skills, CEDEC empathizes with the manager to imagine the best possible solutions.

Like a toolbox, leaders can pick the most suitable options in order to progress.

Supporting them in their concerns, but also in their success, the idea is to anticipate rather than suffer crises.

Every week, CEDEC works with 200 business leaders.

Proximity and benevolence as foundations of CEDEC's DNA

Employees work as equals with managers to support them throughout the transformation period. Providing local advice is the foundation of CEDEC. A healthy base that the firm cultivates on a daily basis with employees committed with the same perspective. Seniors, experts, all of whom have worked alongside business leaders in the past.

CEDEC is aware that managers are running out of time. To be proactive, they must remain autonomous throughout the support offered. The firm manages to understand their reality, to appropriate their difficulties, without judgment, to take the best turn of growth. CEDEC is convinced that business leaders manage to evolve with the times, without receiving the help they deserve. This period of crisis catalyzed their resilience and adaptability. Stopping work, enduring this downtime, relaunching the business, and now sustaining growth, leaders have much to be greeted with and deserve the greatest respect. CEDEC admires the owners of SMEs and supports them on a daily basis for their value, their commitment, their merit,their social responsibility.