Leading-edge people practices take years to create—and a lifetime to maintain.

Bernd Waltermann
Managing Director & Senior Partner
Singapore

Bernd Waltermann is a core member of the Industrial Goods, People & Organization, and Global Advantage practices at Boston Consulting Group.

Since joining BCG in 1990, he has advised clients throughout Europe and Asia-Pacific—in particular, Indonesia—across a broad range of industries, including automotive, consumer electronics, telecommunications, pharmaceuticals, financial services, media, energy, and fast-moving consumer goods.

In 2007 Bernd helped establish BCG’s Global Advantage Initiative, which is designed to assist multinational companies in improving their footprint and performance in emerging markets. He has worked with a number of large family businesses and is passionate about people and leadership issues. He has also been involved in BCG's pro-bono work with The World Food Program.

Before joining BCG, Bernd was assistant professor and managing director of the Marketing Institute at the University of Münster.

AREAS OF EXPERTISE

EDUCATION

  • PhD, economics, summa cum laude, University of Münster
  • MBA, Dipl. Kfm., University of Münster

Publications and Videos

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Emerging-Market Companies Up Their Game

Emerging-market companies focused on their home turf are achieving stellar financial performance as they tap into powerful trends, including population growth and a rising consumer class.
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How the Local Dynamos Win at Home

Five winning traits set successful emerging market companies apart from their rivals. MNCs should emulate those characteristics where possible—while continuing to leverage their scale advantage.
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Transformation in Emerging Markets

Many multinationals need to undertake a fundamental transformation in emerging markets. By starting with one local operation, they can develop a robust methodology for subsequent rollouts.
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Overcoming Asia’s Obstacles to Growth

The most entrepreneurial companies in emerging Asia are finding creative ways to navigate talent, infrastructure, and regulatory bottlenecks—and are seizing the greatest growth opportunities.
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How Leading Companies Creatively Cope with Asia’s Structural Challenges

Highly entrepreneurial companies are building competitive advantage in emerging markets in Asia by creatively coping with the region’s talent gaps, overstretched infrastructure, and difficult regulatory environments.
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The Globalization Capability Gap: Execution, Not Strategy, Separates Leaders from Laggards

Despite high aspirations, few companies are ready to build and run truly global organizations and operations.
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Winning in ASEAN: How Companies Are Preparing for Economic Integration

Companies are remarkably bullish about how the economic integration of the member states of the Association of Southeast Asian Nations will affect their businesses and industries.
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Time to Reengage with, Not Retreat from, Emerging Markets

Despite their many challenges, emerging markets will continue to drive global growth in many industries. Rather than scale back, companies must adapt to tougher competition.
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Playing to Win in Emerging Markets

Emerging markets are more important than ever for many multinational companies. Even so, multinationals have not mastered these markets, according to a recent BCG survey.
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Tackling Indonesia’s Talent Challenges

Many Indonesian companies will not share in the country’s explosive growth unless they can recruit, develop, and retain the right people.
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Allies and Adversaries: 2013 BCG Global Challengers

These 100 companies from rapidly developing economies aspire to become global leaders. They will reshape the global economy over the next decade.
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Introducing the 2013 BCG Global Challengers

The 2013 BCG global challengers are 100 companies from rapidly developing economies that are both growing and globalizing quickly.
Deep Expertise, Broad Experience