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.
By demonstrating results early, new CFOs facilitate their longer-term strategy and transformation efforts, paving the way for growth.
A successful tenure begins with getting to know the finance function and establishing a vision to guide value creation.
There are four good options. Learn how to choose the best one for your company.
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.
CFOs' expectations for their companies are gradually becoming more optimistic, but many still see difficult times ahead.
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.
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.
Digitalisierung, neue Handelsbarrieren, zunehmende Volatilität und interne Komplexität: Familienunternehmen stehen vor vielen Herausforderungen. Um diesen zu begegnen, müssen auch ihre Aufsichtsgremien eine aktivere Rolle wahrnehmen, ihre Kompetenzen erweitern und die Effizienz ihrer Arbeit erhöhen. Dabei bewegen sich Beiräte und Aufsichtsräte von Familienunternehmen als Mittler zwischen Familie und Unternehmen häufig in einem besonderen Umfeld. Wie können sie es dennoch schaffen, eine wertschaffende Rolle zu finden und den Wandel zu unterstützen? Dieser Artikel zeigt vier Ansatzpunkte zur Weiterentwicklung der Gremienarbeit in Familienunternehmen.
What makes a supervisory board successful? How can non-executive board members make a valuable contribution to their company? Based on the largest survey among 120 German and Austrian supervisory board members to date, we determined exactly what it is that successful supervisory boards do differently.
