Harald Rubner
Managing Director & Senior Partner
Cologne
Harald Rubner is a core member of the Energy and Corporate Development practices at The Boston Consulting Group. He leads the Energy practice in Central Europe, the Middle East, and Africa (CEMA).
Since joining BCG in 1993, Harald has led a broad range of strategy assignments with companies in the energy and industrial goods sectors, as well as with private equity firms. He has a particular interest in the power and gas sector, and in transaction costs, portfolio management, and dynamic strategies.
Harald is a former BCG Fellow, conducting research on corporate portfolio management (CPM). CPM is at the heart of corporate strategy and is currently high on the corporate agenda for top management across every industry. Activist shareholders—and the growing activities of private-equity firms and hedge funds—are challenging boards to review their portfolio strategies. Meanwhile, many companies realize their current concepts do not provide the answers to some of their most pressing strategic questions. New challenges require new concepts—on which Harald focused—and a lot of innovation has taken place in recent years.
Prior to joining BCG, Harald worked as an assistant for the Institute of Information Management Hochschule St. Gallen.
Despite an increasingly challenging business environment, some power and gas companies have managed to generate solid returns for their investors. How have they done it?
Germany’s ongoing transformation of its power sector has met both successes and challenges. What are the implications for the country and European power markets broadly?
The market’s evolution could take a number of different paths, but stakeholders would be wise to consider the implications of a turn away from liberalization.
By using BCG’s parenting-strategy spider chart, companies can identify their current parenting strategy and visualize the changes necessary to migrate to another, more appropriate strategy.
Corporate parents can create value, but they can also destroy it. To ensure that the net value added is positive, select the right parenting strategy.
Corporate portfolio management has been given short shrift in academia. What can be done to fill gaps in management theory and practice?
Diversified companies have a financial advantage over their focused peers during crises, but only some manage to turn this advantage into a competitive edge.
