Dr. Sebastian Stange is an Expert for Corporate Strategy and CFO Excellence at Boston Consulting Group, which he joined in 2004. He is a core member of the Corporate Development practice area. He has worked mainly in the industrial goods sector, but supports projects across industries globally.

Sebastian has a special interest in parenting strategy and the role of the corporate center, capital allocation, and corporate governance. He co-developed BCG's parenting strategy concept and is co-author of several BCG publications on those subjects.

AREAS OF EXPERTISE

EDUCATION

  • Diploma (Masters Degree) business administration, WHU Otto Beisheim School of Management Koblenz
  • Diploma (Masters Degree), economics, Virtual University Hagen
  • Phd, summa cum laude, finance, Technical University Munich

Publications and Videos

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Ripensare il ruolo del CFO nel tempo e nello spazio: la trasformazione digitale

Digitale, “agile” e realmente business partner dell’azienda. Sono queste le caratteristiche della funzione Finance del futuro, che i CFO sono chiamati a costruire oggi, trasformando con essa il proprio ruolo.
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Agile Meets Beyond Budgeting

Can the two approaches help each other open up the last bastion of traditional corporate management to new ways of working?
Your First Year as CFO

Your First Year as CFO

By demonstrating results early, new CFOs facilitate their longer-term strategy and transformation efforts, paving the way for growth.
Your First 90 Days as CFO

Your First 90 Days as CFO

A successful tenure begins with getting to know the finance function and establishing a vision to guide value creation.
What Is the Right Role for Your Supervisory Board

What Is the Right Role for Your Supervisory Board?

There are four good options. Learn how to choose the best one for your company.
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Budgeting in an Age of Uncertainty

Economic uncertainty is on the rise, and CFOs must plan for flexibility. That means shorter budgeting cycles, relative forecasting targets, and simplified scenario-based planning.
COVID-19 CFO Pulse 3

COVID-19 CFO Pulse Check #3

CFOs' expectations for their companies are gradually becoming more optimistic, but many still see difficult times ahead.
COVID-19 CFO Pulse Check #2

COVID-19 CFO Pulse Check #2

Our second global survey reveals that CFOs are more optimistic than they were in April; nonetheless, they are still working hard to keep their businesses viable in the crisis.
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The COVID-19 CFO Pulse Check #1

CFOs, though surprisingly pessimistic, are making the right moves to keep their businesses viable. To prepare for the future, they should take a scenario-based approach to balance financial discipline with strategic flexibility.
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Lessons from Best-in-Class CFOs

Only a few CFOs lead finance functions that truly outperform in both efficiency and effectiveness. Here’s what sets them apart.
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Corporate Governance in Familienunternehmen: Vier Ansatzpunkte zur Verbesserung der Aufsichts- und Beiratsarbeit

Digitalisierung, neue Handelsbarrieren, zunehmende Volatilität und interne Komplexität: Familienunternehmen stehen vor vielen Herausforderungen.

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Was Erfolgreiche Aufsichtsräte Tatsächlich Anders Machen

Was macht einen Aufsichtsrat erfolgreich? Wie kann das Gremium einen wertvollen Beitrag für das Unternehmen leisten?
Deep Expertise, Broad Experience