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.

AREAS OF EXPERTISE

EDUCATION

  • Diploma (Masters Degree) business administration, WHU Otto Beisheim School of Management Koblenz
  • Diploma (Masters Degree), economics, Virtual University Hagen
  • Phd, summa cum laude, finance, Technical University Munich

Publications and Videos

Going Beyond Budgeting

Going Beyond Budgeting

CFOs say it’s finally time to slay the three-headed corporate budgeting monster.
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Ripensare il ruolo del CFO nel tempo e nello spazio: la trasformazione digitale

Digitale, “agile” e realmente business partner dell’azienda. Sono queste le caratteristiche della funzione Finance del futuro, che i CFO sono chiamati a costruire oggi, trasformando con essa il proprio ruolo.
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Agile Meets Beyond Budgeting

Can the two approaches help each other open up the last bastion of traditional corporate management to new ways of working?
Your First Year as CFO

Your First Year as CFO

By demonstrating results early, new CFOs facilitate their longer-term strategy and transformation efforts, paving the way for growth.
Your First 90 Days as CFO

Your First 90 Days as CFO

A successful tenure begins with getting to know the finance function and establishing a vision to guide value creation.
What Is the Right Role for Your Supervisory Board

What Is the Right Role for Your Supervisory Board?

There are four good options. Learn how to choose the best one for your company.
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Budgeting in an Age of Uncertainty

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.
COVID-19 CFO Pulse 3

COVID-19 CFO Pulse Check #3

CFOs' expectations for their companies are gradually becoming more optimistic, but many still see difficult times ahead.
COVID-19 CFO Pulse Check #2

COVID-19 CFO Pulse Check #2

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.”)
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The COVID-19 CFO Pulse Check #1

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.
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Lessons from Best-in-Class CFOs

Only a few CFOs lead finance functions that truly outperform in both efficiency and effectiveness. Here’s what sets them apart.
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Corporate Governance in Familienunternehmen: Vier Ansatzpunkte zur Verbesserung der Aufsichts- und Beiratsarbeit

Digitalisierung, neue Handelsbarrieren, zunehmende Volatilität und interne Komplexität: Familienunternehmen stehen vor vielen Herausforderungen.

Deep Expertise, Broad Experience