I have to say I agree with some of Investor1 points but I do think they are on the GS payroll in some shape or form
Great Southern has no future as an MIS company - correct. If you see an advisor writing Great Southern business you know how to treat their advice.
As I have mentioned before project transform is dead in the water and the growers meeting is essentially the final bell. What growers need to focus on is the future post the failed project transform. The failure of project transforms is essentially the end of this company.
Now what is the best way to navigate the schemes through the Great Southern liquidation process? That is what needs to be the focus. Based on past history it is in the scheme's best interests to remove the current RE (Great Southern Managers Australia) ASAP and replace with a new entity that is independent of the insolvent company. This new RE is then in a better position to conduct this navigation process and deal with the receiver manager.
One point I disagree with is that MIS has no future. I think that with the right management and focus there is still a place for MIS. Investors are not after excessive returns they invest for tax planning purposes. There are many well managed MIS companies out there that will survive long into the future offering projects with positive returns. The industry has suffered from the corporate cowboy's chancing the easy funds and they are the companies struggling at the moment. The investment bankers do not make very good "farm" managers.
Great Southern became too greedy, its executive inflated their wages excessively and at the end of the day they performed poorly. The current global crisis had very little to do with this corporate failure.
Great Southern has no future as an MIS company - correct. If you see an advisor writing Great Southern business you know how to treat their advice.
As I have mentioned before project transform is dead in the water and the growers meeting is essentially the final bell. What growers need to focus on is the future post the failed project transform. The failure of project transforms is essentially the end of this company.
Now what is the best way to navigate the schemes through the Great Southern liquidation process? That is what needs to be the focus. Based on past history it is in the scheme's best interests to remove the current RE (Great Southern Managers Australia) ASAP and replace with a new entity that is independent of the insolvent company. This new RE is then in a better position to conduct this navigation process and deal with the receiver manager.
One point I disagree with is that MIS has no future. I think that with the right management and focus there is still a place for MIS. Investors are not after excessive returns they invest for tax planning purposes. There are many well managed MIS companies out there that will survive long into the future offering projects with positive returns. The industry has suffered from the corporate cowboy's chancing the easy funds and they are the companies struggling at the moment. The investment bankers do not make very good "farm" managers.
Great Southern became too greedy, its executive inflated their wages excessively and at the end of the day they performed poorly. The current global crisis had very little to do with this corporate failure.