In 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.
In immer mehr Unternehmen gibt es einen Chief Strategy Officer. Die erste systematische Studie für den deutschsprachigen Raum zeigt, auf welche Kompetenzen es in diesem Job ankommt und wie Unternehmen die Rolle definieren.
In this paper we develop full information methods for estimating the parameters of a system of simultaneous equations with error component struc-ture and establish relationships between the various structural estimat
I flussi informativi di ritorno (reverse knowledge) avvantaggiano le imprese multinazionali in proporzione alla missione strategica delle imprese controllate e consociate, allo sviluppo economico del loro Paese e all'abilità del quartier generale della ‘casa madre’ di far proprie le informazioni provenienti dall’esterno. All'interno delle imprese multinazionali, il tradizionale ruolo della casa madre come fonte primaria di conoscenza e competenze sta cambiando. Le direzioni centrali agiscono sempre più come recettori di conoscenza proveniente dalle loro controllate sparse nel mondo. L'efficienza delle imprese multinazionali come istituzioni che integrano conoscenza è influenzata dai cambiamenti nel contesto delle controllate e dalle capacità di gestione delle informazioni provenienti dall’esterno.
Integrated choice and latent variable (ICLV) models represent a promising new class of models which merge classic choice models with the structural equation approach (SEM) for latent variables. Despite their conceptual appeal, to date applications of ICLV models in marketing are still rare. The present study on travel mode choice clearly demonstrates the value of ICLV models to enhance understanding of choice processes. In addition to the usually studied directly observable variables such as travel time, we show how abstract motivations such as power and hedonisms as well as attitudes such as a desire for flexibility impact on travel mode choice. Further, we can show that it is possible to estimate ICLV models with the widely available structural equation modeling package Mplus. This finding is likely to encourage wider usage of this appealing model class in the marketing field.
Hybrid choice models represent a new class of models which merge classical choice models with the structural e quation approach (SEM) for latent variables. Even though hybrid choice models allow for a more realistic explanation of choice behavior by incorporating latent constructs such as attitudes and values, applications in marketing are scarce. The present study on travel mode choice clearly underlines the value of hybrid choice models to enhance our understanding of choice processes. In addition to the usually studied directly observable variables such as travel time and cost, abstract motivations such as power as well as latent choice criteria such as flexibility strongly impact on travel mode choice. Moreover, we can show that it is possible to estimate hybrid choice models with the widely available structural equation modelling package Mplus.
A new study by the IfB-HSG and Roland Berger Strategy Consultants reveals how chief strategy officers deal with the current uncertainty. A leaner strategy process, long-term strategic planning, and cross-functional collaboration are particularly important.
The 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.
