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Günter Müller-Stewens
Title
Prof. em. Dr.
Last Name
Müller-Stewens
First name
Günter
Email
guenter.mueller-stewens@unisg.ch
Phone
+41 71 224 2761
Now showing
1 - 10 of 14
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PublicationThe Chief Strategy Officer in the European Firm: Professionalising Strategy in Times of Uncertainty(EBR Media Limited, 2013-05-20)
;Zimmermann, TimLattwein, ChristianThe chief strategy officer (CSO) position has recently been gaining prominence in European firms. However, little is known about this new executive role. In this article, the authors report some of their findings from a major research program that involved two surveys of CSOs and give a portrayal of the CSO's role in continental European firms. The article further highlights how CSOs deal with the current uncertainty and how they professionalise their firm's strategy activities.Type: journal articleJournal: The European Business ReviewVolume: 2013Issue: May-June -
PublicationDie vier Gesichter des Chefstrategen(Manager-Magazin-Verlagsgesellschaft, 2011-10-25)
;Henkel, Carsten B.Reineke, BjörnType: journal articleJournal: Harvard Business ManagerIssue: 11 -
PublicationThe Role of the Chief Strategy Officers. CSO Study 2011(Universität St. Gallen / Roland Berger, 2011)
;Reineke, BjörnHenkel, Carsten B.Type: book -
Publication15 Strategische Initiativen und Programme: Zurück in die Zukunft(Springer Gabler, 2017)
;Sulzberger, MarkusZaugg, Robert J.Type: book section -
PublicationDer Chief Strategy Officer: Neuer Wind in der C-Suite?(Vahlen, 2012)
;Gleich, Ronald ;Mayer, ReinholdSeiter, MischaType: book section -
PublicationSiemens: Management Innovation at the Corporate LevelThe case study explores management innovation at the corporate level at Siemens AG for the ten-year period from 1998 to 2007. Faced with severe capital markets pressure in the late 1990s, Siemens launched its first comprehensive corporate program in July 1998. A critical part of the so-called Ten-Point Program was the top+ program, which exclusively addressed issues of business excellence and management innovation, the adoption of new management ideas, practices, tools, etc. With the revised and more coherent corporate strategy that aimed at vertically and horizontally optimizing the firm's portfolio, Siemens' management was able to add substantial shareholder value over the ten-year period from 1998 to 2007. The case study: (1) highlights the context, evolution, and content of a management innovation program; (2) illustrates how a firm masters the management innovation process, particularly the challenges when dealing with different management innovations and a diverse business portfolio; and (3) provides insights into how a multibusiness firm benefits from a comprehensive management innovation program. This case was written with the support of a Philip Law Scholarship awarded by ecch.
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PublicationType: newspaper articleJournal: HandelszeitungVolume: 2011Issue: 28
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PublicationRevealing the chief strategist's hidden value : How CEOs can measure their CSOs' performance - Chief Strategy Officer Survey 2016(University of St. Gallen/Roland Berger, 2016)
;Barnbeck, Fabian ;Zimmermann, Tim ;Uhr, Jens ;Fronzek, AlexandraGeissler, CorneliaThe work of strategy departments and all who are responsible for the strategy planning process has not got any easier in recent years. The context in which strategic plans must be formulated has grown less stable. Volatility and uncertainty make business decisions more difficult. Given this situation, it is not a bad idea to critically review what have traditionally been the key pillars of strategy work. Many years' experience with research and project work in relation to strategy in general and chief strategy officers (CSOs) in particular help us identify and visualize gaps between ideal and reality. At a time when belts are being tightened all around, we see companies thinking twice about highly qualified and expensive corporate functions. And strategy departments are no exception. Challenged to make their work more transparent, CSOs are themselves being forced to look closely at how they see their role and how they approach their assignments. Nor can business managers and CEOs simply pass the buck: They too are responsible for ensuring that the resources set aside for strategy work are deployed in a way that genuinely adds value. This year's analysis of our CSO study focuses on precisely this topic: the value added by CSOs and strategy departments. How does valuable strategy work get done? And where in the company does that happen? What part do CSOs play - and what part should they play? How do companies measure the performance of their chief strategists? This year's theme dovetails seamlessly with those of previous years, in which we examined the requirements placed on CSOs in a volatile environment (2013) and the role of CSOs in transformation processes (2014).Type: work report -
PublicationThe Strategist's Change - How successful CSOs transform their Companies : Key Findings of the Chief Strategy Officer Survey 2014(University of St. Gallen/Roland Berger Strategy Consultants, 2014)
;Zimmermann, TimUhr, JensIn a world where business parameters are constantly changing, where uncertainty and geopolitical instability are on the rise, successful corporate transformation is one of the most critical - and most difficult - tasks for the Chief Strategy Officer (CSO). Adjusting to new conditions, which in an age of digitalization and hypercompetition often has to happen in real time, is akin to open-heart surgery. Strategies have to be developed, support organized, resistance overcome, patterns broken, exemplary behaviors demonstrated, routines rehearsed, successes (or failures) measured - while the operation is in full swing. How does the CSO position himself in this environment? What role does he adopt? What priorities does he set, how does he interact with other stakeholders? What makes him succeed - and what lets him fail? These questions stand in the limelight of our fourth CSO Survey, the leading international study of chief strategists and strategy departments. This year, Roland Berger Strategy Consultants and the University of St. Gallen asked nearly 600 companies from more than 15 countries for a self-assessment. About 160 participated in the survey, and this 27% response rate testifies to the high degree of acceptance that the CSO Survey has achieved in its target group.Type: work report -
PublicationMasters of Paradoxes - Key Findings of the Chief Strategy Officer Survey 2013(University of St. Gallen/Roland Berger Strategy Consultants, 2013)
;Zimmermann, Tim ;Lattwein, ChristianLang, AndreasThe results of the third edition of our Chief Strategy Officer (CSO) Survey, now with more than 150 participants from 14 different European countries, paint a clear picture of the role of the chief strategist. To add value at the firm level, today's CSO must above all be a master of paradoxes. In times of uncertainty, it is no longer a question of "either/or" but of "both/and": both growth and efficiency, speed and rigor, openness and leadership, short-term success and long-term prospects.Type: work report