At its heart, corporate strategy asks how a company’s total can be valued higher than the sum of its parts. This translates into three questions that should be on the agenda of every CEO. What is our company’s vision? What is our portfolio strategy? And, how must we adjust our corporate policies to achieve our goals?
Ulrich Pidun is a core member of the Corporate Finance & Strategy practice at Boston Consulting Group and a global expert on corporate strategy. In 2019, Ulrich was elected a BCG Henderson Institute Fellow. His research focuses on the future of planning.
Since joining the firm in 1997, Ulrich has focused on corporate strategy and family business. He has acquired deep experience in corporate portfolio management, growth strategy, and parenting strategy.
Ulrich has a special interest in value creation by multi-business firms and is convinced that diversified companies—if well managed—should not have a valuation discount over more focused firms.
He joined BCG directly after completing his doctoral studies.
There are always multiple reasons, but most of them have to do with the design of the ecosystem. New research reveals how and when ecosystems fail and suggests what you can do to avoid that fate.
You can’t entirely plan or design an ecosystem, but answering some critical questions will increase the odds of building an ecosystem that has the potential to create new industries or transform existing ones.
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.
Was macht einen Aufsichtsrat erfolgreich? Wie kann das Gremium einen wertvollen Beitrag für das Unternehmen leisten?
The hype suggests that you do, but business ecosystems are not always the right model for organizing the creation of a product or service. Learn what they are, what sets them apart, and their benefits and drawbacks.
Im Rahmen der bisher größten Umfrage unter deutschen und österreichischen Aufsichtsräte haben wir 120 Vorsitzende und Mitglieder zu ihrer Arbeit befragt.
In the largest survey of German and Austrian supervisory boards to date, we asked 120 chairmen and board members about their work.
Dynamic change in industries and markets is providing supervisory boards with new challenges.
Die dynamische Veränderung in Branchen und Märkten stellt Aufsichtsräte vor neue Herausforderungen.
