The recent behavior of the Colombian economy has put in risk the continuity of small and medium sized enterprises, just like happened in the nineties decade where a lot of organizations entered into a Law 550 of 1999 to improve their unsustainability situation. However, studies have demonstrated that most of those who achieve to finish restructuring agreements present economic difficulties in the following years. Due to, even with these limitations, there have been cases of enterprises that have recovered successfully, to know their management during this process would allow that managers are able to use this acquired learning as a tool to face turbulent times. Hence, this study aims to identify the process of organizational management of Products 3A, before and after of the financial, difficulties which led it to subscribe a restructuring agreement to document the best practices used, which allowed it to be recognized with the prize “Ave Fénix” and how they have affected its subsequent performance so far. For that, this research considers four stages where its Financial, Marketing, Human Resources, Logistics and Distribution Management, and its Organizational Development are assessed. As a result, internal and external variables that led to this company to a financial crisis were determined, an analysis of factors that allowed it to emerge was obtained, features of its organizational management in subsequent years that have determined its continuity are shown, as well as, the identification of learned lessons identified and best practices applied.
