Judith Wallenstein
Managing Director & Senior Partner
Munich
Judith Wallenstein leads Boston Consulting Group’s CEO Advisory practice in Central Europe, the Middle East, and Africa (CEMA). She is a core member of BCG’s Health Care practice, focused on serving clients in the pharmaceutical industry. Judith is also the Social Impact regional practice leader for CEMA, and the Social Impact node in BCG’s global Corporate Finance and Strategy practice leadership team.
Judith became a BCG Fellow in 2015. During this time, she examined the implications of the sharing economy and the future of work.
Judith’s pharma work centers on strategy, marketing and sales, M&A, and portfolio management. She is passionate about the ever-increasing challenges of product launches in pharma and has served as the firm’s global topic lead for launch excellence in the pharmaceutical sector. She has been involved in a number of major carve-out and divestiture efforts in the industry in recent years.
Most of her client work is focused on consumer health care, 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 BHI’s first ambassador in 2005. Her initial career plan had been to become a diplomat before an internship with BCG put her on a different track.
Leaders share their insights on navigating through the crisis.
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?
