Sebastian Stange
Partner & Associate Director, Corporate Strategy
Munich
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.
Our new global CFO survey during the COVID-19 crisis reveals that many CFOs are less pessimistic than they were when we first conducted the survey in April. In fact, half of the respondents have a more positive outlook, while about one-third have more negative expectations. This change in outlook naturally varies by industry: semiconductor, retail, and software and services CFOs are much more optimistic about the revenue and profit impact of the pandemic than they were in April, while CFOs in industrial goods industries (such as automotive) still see relatively little cause for optimism. (See the sidebar “About the Survey.”)
Our new global CFO survey during the COVID-19 crisis reveals that many CFOs are less pessimistic than they were when we first conducted the survey in April. In fact, half of the respondents have a more positive outlook, while about one-third have more negative expectations. This change in outlook naturally varies by industry: semiconductor, retail, and software and services CFOs are much more optimistic about the revenue and profit impact of the pandemic than they were in April, while CFOs in industrial goods industries (such as automotive) still see relatively little cause for optimism. (See the sidebar “About the Survey.”)
Our new global CFO survey during the COVID-19 crisis reveals that many CFOs are less pessimistic than they were when we first conducted the survey in April. In fact, half of the respondents have a more positive outlook, while about one-third have more negative expectations. This change in outlook naturally varies by industry: semiconductor, retail, and software and services CFOs are much more optimistic about the revenue and profit impact of the pandemic than they were in April, while CFOs in industrial goods industries (such as automotive) still see relatively little cause for optimism. (See the sidebar “About the Survey.”)
Our new global CFO survey during the COVID-19 crisis reveals that many CFOs are less pessimistic than they were when we first conducted the survey in April. In fact, half of the respondents have a more positive outlook, while about one-third have more negative expectations. This change in outlook naturally varies by industry: semiconductor, retail, and software and services CFOs are much more optimistic about the revenue and profit impact of the pandemic than they were in April, while CFOs in industrial goods industries (such as automotive) still see relatively little cause for optimism. (See the sidebar “About the Survey.”)
Our new global CFO survey during the COVID-19 crisis reveals that many CFOs are less pessimistic than they were when we first conducted the survey in April. In fact, half of the respondents have a more positive outlook, while about one-third have more negative expectations. This change in outlook naturally varies by industry: semiconductor, retail, and software and services CFOs are much more optimistic about the revenue and profit impact of the pandemic than they were in April, while CFOs in industrial goods industries (such as automotive) still see relatively little cause for optimism. (See the sidebar “About the Survey.”)
Our new global CFO survey during the COVID-19 crisis reveals that many CFOs are less pessimistic than they were when we first conducted the survey in April. In fact, half of the respondents have a more positive outlook, while about one-third have more negative expectations. This change in outlook naturally varies by industry: semiconductor, retail, and software and services CFOs are much more optimistic about the revenue and profit impact of the pandemic than they were in April, while CFOs in industrial goods industries (such as automotive) still see relatively little cause for optimism. (See the sidebar “About the Survey.”)
Our new global CFO survey during the COVID-19 crisis reveals that many CFOs are less pessimistic than they were when we first conducted the survey in April. In fact, half of the respondents have a more positive outlook, while about one-third have more negative expectations. This change in outlook naturally varies by industry: semiconductor, retail, and software and services CFOs are much more optimistic about the revenue and profit impact of the pandemic than they were in April, while CFOs in industrial goods industries (such as automotive) still see relatively little cause for optimism. (See the sidebar “About the Survey.”)
Our new global CFO survey during the COVID-19 crisis reveals that many CFOs are less pessimistic than they were when we first conducted the survey in April. In fact, half of the respondents have a more positive outlook, while about one-third have more negative expectations. This change in outlook naturally varies by industry: semiconductor, retail, and software and services CFOs are much more optimistic about the revenue and profit impact of the pandemic than they were in April, while CFOs in industrial goods industries (such as automotive) still see relatively little cause for optimism. (See the sidebar “About the Survey.”)
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.
Only a few CFOs lead finance functions that truly outperform in both efficiency and effectiveness. Here’s what sets them apart.
