Judith Wallenstein
Managing Director & Senior Partner
Munich
Judith Wallenstein leads the BCG Henderson Institute in Europe. She is a core member of the German Health Care practice, focused on serving clients in the pharmaceutical industry.
Judith became a BCG Fellow in 2015; through her analysis, she is examining the implications of the sharing economy and the future of work.
Judith’s pharma work has centered on strategy, marketing and sales, and portfolio management. She is passionate about the ever-increasing challenges of great product launches in pharma and serves as the firm’s global topic lead for launch excellence in the pharmaceutical sector. She is also the topic lead, with Charles-André Brouwers, for growth in pharma.
Most of her client work is focused on diabetes, immunology, and oncology, as well as on rare disease.
Judith joined BCG's Munich office in 2000. She spent 18 months in the Madrid office and 12 months in the New York office as the Strategy Institute's first ambassador in 2005. Beyond her client work, Judith is part of the team managing BCG's partnership with TED and is involved in Women@BCG, a companywide career development, mentorship, and networking program.
Judith's initial career plan was to become a diplomat before an internship with BCG put her on a different track. She holds Master's degrees in history and German and French literature from Ludwig-Maximilians-Universität in Munich.
Many managers have little faith in their employees’ ability to survive the twists and turns of a rapidly evolving economy. “The majority of people in disappearing jobs do not realize what is coming,” the head of strategy at a top German bank recently told us. “My call center workers are neither able nor willing to change.”
While workers around the world are eager to adapt to change, business leaders struggle to prepare for a new workplace, according to research from Harvard Business School and BCG.
The rise of digital labor-sharing platforms may seem like a threat to workers' rights, but new research suggests otherwise. Freelancers—and the companies that hire them—have much to gain in the expanding gig economy.
The economic foundations of sharing are broad. Many other industries could soon face the disruption that hotel chains and taxi fleets have already experienced.
Traditional patterns of ownership and consumer behavior have seemingly been turned upside down by startups, leaving incumbents to ponder a fundamental threat to their businesses.
The sharing economy is real, relevant, and a tangible opportunity rather than a temporary distraction, a passing fad, or a threat.
Top-line growth is an imperative for medtech and biopharma companies. With so much pressure to contain costs, these companies need to find new ways to thrive and grow.
A well-known brand and a unique business model are terrible things to waste. So why did the nonprofit organization give away both?
