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.
Welche Rolle sollte der Aufsichtsrat spielen? Eine Analyse der bisher größten Umfrage unter deutschen und Aufsichtsräten zeigt, dass Aufsichtsratsgremien zwischen vier sehr verschiedenen Rollen wählen können.
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.
Conversations with the hands-on experts reveal six key success factors.
Managing risk involves more than complex financial models and formal systems. Here are ten basic principles that should govern the art of risk management.
In today’s increasingly complex and less predictable global environment, planning has never been more difficult—or more important. BCG highlights ten guiding principles for getting it right.
Too many spinoffs fail to create long-term value. To ink successful demerger deals, executives need a strategy that comprises three critical components.
These days, investors are quick to punish what they regard as wastefulness. They are equally eager to reward smart capital allocation decisions and strong execution.
Finding the right balance between centralization and decentralization is a perennial challenge in corporate strategy. Your corporate center can add value rather than destroy it.
