Christoph Nettesheim leads Boston Consulting Group’s Energy practice in Southeast Asia. He previously led the firm’s business in Greater China and was a member of BCG’s Asia-Pacific leadership team, as well as global leader of the technology sector for the Technology, Media & Telecommunications practice.
Christoph has experience in diverse sectors: oil and gas, power, chemicals, telecommunications, technology, industrial goods, and automotive. In most of those areas he has worked with global leaders on both worldwide issues and Asia- and China-related topics. He has advised companies from more than 20 countries and engaged in projects in dozens of nations around the world.
Christoph has worked with clients on issues of human resources, corporate development and strategy, mergers and acquisitions, innovation, business model innovation, and process improvement. He has helped many multinational companies increase the size of their business in Asia and worked with Asian companies to professionalize their operations. He is one of BCG’s leading experts in how to make local business models work internationally and how to simplify organizations, plus HR strategy, mergers, acquisitions, and joint ventures.
Before joining BCG, Christoph worked for several years at a leading bank in Germany.
Many multinationals need to undertake a fundamental transformation in emerging markets. By starting with one local operation, they can develop a robust methodology for subsequent rollouts.
The most entrepreneurial companies in emerging Asia are finding creative ways to navigate talent, infrastructure, and regulatory bottlenecks—and are seizing the greatest growth opportunities.
Highly entrepreneurial companies are building competitive advantage in emerging markets in Asia by creatively coping with the region’s talent gaps, overstretched infrastructure, and difficult regulatory environments.
Despite high aspirations, few companies are ready to build and run truly global organizations and operations.
Chinese companies have made great strides on the global stage in the past decade. But to become global leaders, they must hone new competitive advantages.
To become global leaders, challengers should strengthen current people practices and develop advantages based on ingenuity, R&D, and technology.
Less than half of the 100 global challengers are companies based in China and India. Other countries, such as the Philippines, are picking up the slack.
Skilled talent is incredibly scarce in China. To find and keep the right set of employees, companies must understand the context of China’s talent market.
The expanding middle class is the greatest prize in emerging markets. To win it, most multinationals will need to overhaul their business models.