Martin C . Wittig
Who was the director or manager of Roland Berger (company) from 2010 to 2013?
Roland Berger ( company ) Roland Berger ( from 2001 to 2015 Roland Berger Strategy Consultants ) is an international management consultancy headquartered in Munich . With 2,400 employees and 52 offices in 35 countries , it has a presence in all major industrialized and emerging markets . As the market leader in Germany , Roland Berger is the only European consultancy with an international presence and is one of the leading representatives of its industry . Annual sales in 2018 were around EUR 600 million , the most successful financial year to date . The company was founded by Roland Berger in 1967 and expanded worldwide in the 1970s and 1980s . The majority owned by Deutsche Bank from 1987 to 1998 , Roland Berger developed into a partnership in the 1990s following a management buyout . Today , the consulting firm is an independent partnership exclusively owned by some 230 Partners . History . From 1962 to 1967 Roland Berger worked as a management consultant for the Boston Consulting Group . He then went into business for himself with the sole proprietorship Roland Berger International Marketing Consultants . One of his first assignments was to develop a new advertising concept for the tour operator Touropa . Over the years , the companys business shifted more and more from marketing to strategy consulting . Roland Berger successfully established a business model previously known from the United States in Germany . Internationalization . Roland Berger changed the name of his company to Roland Berger & Partner International Management Consultants . In 1969 , a branch office was established in Milan , followed in 1976 by São Paulo . Later , offices were added in France , Great Britain , Japan , Spain , and the United States . Roland Berger participated in the formation of several consortia to underscore the international nature of its business . A holding company was also set up as the companys holding company . In 1980 , Roland Berger became the first European management consultancy to be admitted to the Association of Consulting Management Engineers ( ACME ) . This is the oldest and most renowned industry association for management consultants in the United States . In the further course of the 1980s , Roland Berger developed into a leading strategy consultancy . In the 1980s , Roland Berger and Alfred Herrhausen , Chairman of the Management Board of Deutsche Bank , developed the concept of a European-style investment bank . Against this background , Deutsche Bank gradually acquired a qualified majority stake in Roland Berger from 1987 onwards . Deutsche Bank wanted to expand its advisory business to become the third pillar of its business alongside commercial banking and investment banking . After the assassination of Herrhausen by the Red Army Faction in 1989 , however , cooperation came to a standstill . With the acquisition of Morgan Grenfell , the consulting business was less in focus at Deutsche Bank . After Deutsche Banks entry , Roland Berger was able to almost double its turnover , which was mainly due to the globalization of its activities . Due to regulatory requirements , however , the company was denied access to the U.S . market , so that it increasingly focused on the East . After the fall of the Iron Curtain , Roland Berger founded subsidiaries in countries of the former Eastern Bloc . The company also expanded into Japan , China , and India . Advice to the Treuhandanstalt . The fall of the Berlin Wall opened up additional opportunities for growth in the domestic market for the company . As early as December 1989 , Roland Berger began building its business in the German Democratic Republic , where it quickly became the leading management consultancy . In addition to private assignments , the firm has also advised the Treuhandanstalt privatization agency on the privatization and restructuring of state-owned companies . Roland Berger played a key role in examining the companys business concepts , which is why the WirtschaftsWoche described the company as the secret ruler of the East German economy . By 1992 , however , Roland Berger was receiving far fewer such assignments . The East German private companies were mostly medium-sized companies with less need for consulting . Partnership and independence . Finally , in 1998 there was a major change in the ownership structure . In a management buyout , the partners of Roland Berger took over the shares . The management expected the banks exit to accelerate growth , as profits could be invested more flexibly . The company gained unimpeded access to the US market . Deutsche Bank initially retained a minority stake in the single-digit percentage range , from which it finally sold its stake in 2000 . Roland Berger was then completely independent again . In 2001 , Roland Berger announced his move from management to the Supervisory Board . In 2002 , the Partners elected Burkhard Schwenker as the new boss . In addition to consultants , the company increasingly hired engineers . Personnel consulting was discontinued . In 2010 Martin C . Wittig was elected as the new head of Roland Berger . Burkhard Schwenker replaced Roland Berger as Chairman of the Supervisory Board , while Roland Berger remained associated with the Board as Honorary Chairman . Roland Bergers retirement from the Supervisory Board marked the beginning of a new era for the company . In 2010 , the merger with the consulting division of the British consulting firm Deloitte was announced . In the end , the plan failed due to the resistance of Roland Bergers Partners . After the merger with Deloitte was canceled , Roland Berger carried out a capital increase to increase the financial scope of the consultancy . Management changes . In 2014 , the partners elected the Frenchman Charles-Édouard Bouée as the new Chief Executive Officer . The Frenchman was the first international Partner to head Roland Berger . His appointment marked a cultural change for Roland Berger , and the entire management team was significantly rejuvenated . Together with his deputy and Head of Business in Central Europe , Stefan Schaible , the organizational structure and business strategy were reformed . Since June 2019 , the partnership has been managed by a team that covers all regions and business areas of the company . The management team includes Tijo Collot dEscury , Sascha Haghani , Satoshi Nagashima , Olivier de Panafieu , and Stefan Schaible . Stefan Schaible is also the managing director of the holding company Roland Berger Holding . Diversification . Since 2014 , the management initiated a comprehensive change . Traditional competencies in the area of restructuring and strategy consulting were strengthened . To this end , Roland Berger acquired the specialist consultancy FMC in 2015 , which had been founded by two former Roland Berger Partners . The range of services was significantly expanded and , above all , the digital business was systematically driven forward . Also , Roland Berger increasingly focused on cooperation , for example with numerous start-up companies . In 2015 , Roland Berger also introduced a new brand identity to reflect the diversification of its business . The addition Strategy Consultants , introduced in 2001 , was removed from the company name . Corporate affairs . Roland Berger Holding GmbH is a limited liability company under German law . It was entered into the commercial register in 2006 , is headquartered in Munich , and acts as the parent company of the Group . Since the last amendment in 2016 , the share capital amounts to EUR 783,600 . The object of the company is strategic and operational management consulting , marketing , corporate and economic research , training and further education of third parties , and personnel consulting both on a national and international level . Explicitly excluded are activities that are prohibited by law . Roland Berger Holding GmbH has holdings in various domestic and foreign companies , such as Roland Berger GmbH with headquarters in Munich . Most of the subsidiaries are national companies that conduct the operational business of the company in their respective regions . Major investments are consolidated in the consolidated financial statements of Roland Berger Holding GmbH . The shareholders of Roland Berger Holding GmbH are proposed by the management and elected by the shareholders meeting with a majority of 75% of the votes cast . Only those shareholders who hold at least EUR 3,500 of the companys share capital are entitled to vote . In December 2017 the company had a total of 196 shareholders . Seven shareholders each hold more than 1% of the share capital . A majority ( 145 persons ) is resident in the European Union , with only Germany ( 86 ) and France ( 19 ) being represented in double figures . Roland Berger Holding GmbH has a minimum of one and a maximum of three managing directors , who together form the management . Currently , this is Stefan Schaible ( Global Managing Director ) . He is monitored and supported by the Supervisory Board . The Supervisory Board consists of five members , who must also be shareholders of the company . Currently , Marcus Berret ( Chairman ) , Denis Depoux , Wilfried Aulbur , Robert Henske , and Didier Tshidimba are members of the board . Activities and projects . Roland Berger advises leading international industrial and service companies as well as public institutions on topics such as management and business models , innovative processes and services , mergers & acquisitions as well as private equity , restructuring , and the management of large infrastructure projects . Restructuring and strategy consulting have traditionally been a focus of the companys business activities . Roland Berger has realigned its offering in recent years . With a combination of consulting , technology , and its global network , the consultancy offers a new approach for its clients . Roland Berger develops and bundles its know-how in global Competence Centers that specialize in different industries and functional areas . Interdisciplinary teams are assembled for each consulting project . Roland Berger was involved in numerous initiatives and pro bono projects at the national and international levels . For example , it supported the Nederlands Dans Theater and the International Cultural Center in Krakow . Since 2008 , the management consultancy has been focusing on promoting education with the Roland Berger Foundation . It was founded by Roland Berger in 2008 and is independent . The Foundation provided the company with temporary mezzanine capital and received interest in return . Best of European Business . In 2005 , Roland Berger launched the Best of European Business competition with Financial Times Deutschland and Manager Magazin . It was aimed at exceptionally successful companies and managers who had rendered outstanding services to the European economic system or who had attracted attention , for example , through extraordinary innovations . The Best of European Business award was presented to a total of 36 prize winners from 2006 to 2013 . European Rating Agency . In the financial crisis from 2007 onwards , the dominant US rating agencies came under criticism . They demanded a European alternative as a counterweight to the market leaders Fitch , Moodys , and Standard & Poors . Among others , the German Chancellor Angela Merkel supported the project . She rejected a state implementation and instead called for an initiative by the business community . In 2011 , Roland Berger took up this idea and developed a concept for founding a European rating agency . The agency would be organized as a foundation and thus completely independent . It was also planned that instead of the issuers , the users of a rating should pay for the rating , which would have largely prevented conflicts of interest . Frankfurt was one of the locations under discussion . The press was skeptical about the establishment of a European rating agency , and Spiegel magazine spoke of a castle in the air from Brussels . Roland Berger nevertheless considered the many organizational and regulatory hurdles to be acceptable . The costs were estimated at 300 to 500 million euros . The project received the approval of several investors , whereupon Roland Berger announced the start of business operations in 2012 . Nevertheless , implementation proved difficult , so the consulting firm put an entrepreneurial solution up for discussion . In 2013 , the project failed due to a lack of financing . Terra Numerate . In 2014 , Roland Berger launched the Terra Numerata digital ecosystem . Clients should benefit from disruptive technologies and receive professional support . Open to all companies , the network brought together players of different sizes and sectors . It specifically supports digital ecosystems in the areas of smart data and artificial intelligence and connects Europe with high-tech hubs in Palo Alto , Shanghai , and Shenzhen . Digital Hubs . In 2016 , Roland Berger and Visa founded the Digital Hub as a cross-industry platform for innovation . It enables established companies to research innovations , come into contact with the necessary technologies , and implement them in concrete projects . There are locations in Berlin and Paris . Publications . In 2014 , Roland Berger published Think:Act for the first time . The magazine is aimed at internationally active managers and was published in German and English from the outset . Think : Act has received several awards , including the Best of Corporate Publishing Award and the prestigious Mercury Award . Initially , under the management of Burda , the magazine has been published by Axel Springer-Verlag since 2011 . Roland Berger also publishes numerous studies and other publications every year . Public reception . Advising the public sector caused controversial debates , especially during the term of office of the federal governments under Gerhard Schröder : In 2003 , for example , it became known that Roland Berger had been awarded several contracts by the Federal Ministry of Defense without a tender . Although these were not legally objectionable , a revision of the awarding procedure followed . In 2004 , the opposition in the German Bundestag criticized the payment of millions in fees to Roland Berger by the Federal Employment Agency ( BA ) . They denounced the execution of core tasks by third parties , while BA head Florian Gerster regarded external expertise as indispensable for modernizing the agency . On the talk show Sabine Christiansen , Christian Wulff accused Roland Berger ad person in 2004 of providing expert opinions for the SPD state governments of Lower Saxony at exorbitant fees , while state parliamentary motions by the Greens were comparatively more substantial . Roland Berger himself sensed a political campaign , especially from the CDU , that would damage the economy . The role of Roland Berger was also criticized in the construction industry : In 2002 , Philipp Holzmann , for example , went bankrupt , even though Roland Berger had previously considered the company to be essentially capable of restructuring . Roland Berger later justified himself by saying that the management consultants recommendations had not been followed . In 2005 , Walter Bau went bankrupt , and Roland Berger was also supposed to help with its restructuring . The company received a fee in the millions for this . The Chairman of the Works Council argued that some of the management consultancys instruments were not geared to the construction market or were generally not suitable for construction . However , observers emphasized that it was only the controlling system introduced by Roland Berger that revealed Walter Baus desolate economic situation . In 2006 , journalist and non-fiction author Thomas Leif published a book in which he takes a critical look at management consulting . In one chapter he also deals with Roland Berger .