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Growth is the key goal of management. In this book we show how companies can grow successfully in the long term. The authors present the results of extensive studies carried out by Roland Berger Strategy Consultants on the subject of corporate growth and use them as a basis to develop new concepts for sustainable profitable growth. The book has illustrative examples and a focus on conceptual considerations.

Change or die With this starkclaim begins the journey through the corporate lifecycle. Why do so many companies fail? Why do managers struggle to recognize change early or hesitate to take vigorous action? Why and how must the traditional lifecycle concept be modernized if it is still to provide valid orientation?

In this essay, Roland Berger CEO Burkhard Schwenker analyzes the challenges facing managers today and explorestheir implicationsfor good management. Corporate management, he argues, must once again become more direct, more personal, more entrepreneurial. His experienced...

Companies' decision-making and planning systems find themselves in a constant tug of war between strategic and financial considerations. The authors analyze these two opposing currents in business thinking, dissecting their differences and identifying their best practices. They also develop an approach that reconciles the two conflicting schools of thought without watering down their differences. Schwenker und Spremann argue that both strategic and financial perspectives can serve as a compass in management's decision-making processes: Which perspective to choose depends on the phase of...

Die entscheidende Herausforderung fur das Management von Unternehmen ist es, profitables Wachstum sicherzustellen. Die Bedeutung profitablen Unternehmenswachstums steht auer Diskussion, doch ist langst nicht so klar, wie Unternehmen auf den Wachstumspfad gelangen und ihn dauerhaft beschreiten konnen. Was machen Firmen mit bestandig hohen Wachstumsraten anders? Wie kommen sie zu ihrem Wachstum? Um diese Frage zu beantworten, hat Roland Berger Strategy Consultants eine umfassende quantitative Untersuchung der 1.700 groten Unternehmen der Welt durchgefuhrt, Markte analysiert und in...

In a world characterized by increasing complexity and volatility, managers must be able to flexibly adapt their strategies to changing environmental conditions. Traditional strategic management frameworks often fail in this context. Therefore, we present "scenario-based strategic planning" as a framework for strategic management in an uncertain world.

Previous approaches to scenario planning were complex and focused on the long term, but the approach developed by Roland Berger and the Center for Strategy and Scenario Planning at HHL Leipzig Graduate School of Management is...

In dem Spannungsfeld zwischen strategischer und finanzieller Sichtweise bewegt sich das gesamte Planungs- und Entscheidungssystem eines Unternehmens. Das Buch thematisiert diese Hauptstromungen betriebswirtschaftlicher Argumentation, arbeitet die Unterschiede heraus und stellt dazu die als Best Practices geltenden Werkzeuge der beiden Denkschulen dar. Die Autoren belassen es aber nicht bei einer Gegenuberstellung. Sie entwickeln einen Ansatz, der den Antagonismus der beiden Lager uberwindet, ohne den Gegensatz zu verwassern. Sowohl die strategische als auch die finanzielle Sichtweise...

In a world characterized by increasing complexity and volatility, managers must be able to flexibly adapt their strategies to changing environmental conditions. Traditional strategic management frameworks often fail in this context. Therefore, we present "scenario-based strategic planning" as a framework for strategic management in an uncertain world.

Previous approaches to scenario planning were complex and focused on the long term, but the approach developed by Roland Berger and the Center for Strategy and Scenario Planning at HHL Leipzig Graduate School of Management is...

Companies' decision-making and planning systems find themselves in a constant tug of war between strategic and financial considerations. The authors analyze these two opposing currents in business thinking, dissecting their differences and identifying their best practices. They also develop an approach that reconciles the two conflicting schools of thought without watering down their differences. Schwenker und Spremann argue that both strategic and financial perspectives can serve as a compass in management's decision-making processes: Which perspective to choose depends on the phase of...