Thorsten Alexander Rall

According to Terra Quantum AG CEO Markus Pflitsch, “with quantum technologies, we open a new door – actually, a new door where we don’t even know yet where it will guide or lead us.”   In this recent episode of BCG’s #AIMiscellaneous series, Markus joins our host and global leader of BCG X, Sylvain Duranton, for a fascinating conversation about the future of quantum computing.   Watch it now!

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Unlocking Investment Opportunities in Germany's Healthcare Market: A Perspective on M&A and Investment Strategies As the German healthcare landscape continues to evolve, investors are presented with unique opportunities to drive transformation and innovation within the sector. Amidst ongoing challenges such as the insufficient funding of hospital services, strategic investments and mergers & acquisitions are reshaping the German healthcare market, paving the way for sustainable growth and improved patient care. What are key aspects and strategies shaping the future of healthcare investments in Germany? Several trends are shaping the hospital market in Germany, including: Consolidation and integration of healthcare providers through mergers and acquisitions to achieve economies of scale and enhance service delivery. Shift towards value-based care models, focusing on patient outcomes and population health management. Increased adoption of digital health solutions, telemedicine, and remote patient monitoring to improve access to care and reduce healthcare costs. Emphasis on preventive care, wellness programs, and patient engagement initiatives to promote healthier lifestyles and reduce the burden on acute care services. Financial investors can capitalize on various strategies to navigate the complexities of the German healthcare market. - Identifying undervalued assets and distressed opportunities for turnaround and restructuring. - Investing in digital health solutions and technologies to enhance patient care, improve operational efficiency, and drive innovation. - Partnering with established healthcare providers to leverage synergies and expand market reach. - Diversifying investments across different segments of the healthcare value chain, including hospitals, medical devices, pharmaceuticals, and telemedicine. What factors influence M&A activity in hospitals? Regulatory changes and government policies impacting reimbursement rates, quality standards, and healthcare delivery models. Market dynamics, including competition, demographic trends, and demand for specialized services. Technological advancements driving the need for investments in infrastructure, equipment, and digital capabilities. Strategic objectives of stakeholders, including hospitals, investors, and healthcare providers, seeking to optimize resource allocation, expand service offerings, and enhance patient outcomes. In conclusion, the German healthcare market presents significant investment opportunities driven by ongoing challenges, evolving trends, and strategic imperatives. Financial investors can leverage successful strategies, including targeted M&A, investment in digital health, and alignment with emerging trends, to capitalize on these opportunities and drive positive impact in the healthcare sector. As we look ahead, collaboration, innovation, and a patient-centric approach will be key drivers of success in the dynamic German healthcare landscape.

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Three quarters of transformations fail. So what do you need to do differently to make yours successful? My colleagues at BCG Henderson Institute have defined the five factors that make transformations successful - based on extensive analysis spanning 20 years of global corporate transformation data. Five Truths and a Lie About Corporate Transformations ⬇

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What leadership qualities do you believe are most crucial in today’s rapidly changing world? In this edition of BCG's LinkedIn newsletter, ‘Up Next,' BCG’s CEO, Christoph Schweizer, shares insights from his 27-year leadership journey. From navigating the 2007 financial crisis to leading BCG’s efforts in AI, Christoph reflects on addressing global challenges like climate change and inflation. Check out the full interview here: https://on.bcg.com/3XQLoaB

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📉 Tough times for Swiss hospitals with margins dipping low and a need for high investments. Our whitepaper sheds light on how treasury can support through active liquidity management. Read the article and download the paper for all the details: https://go.ey.com/3VWOgAu Sven Goeggel, Stefan Schmid, Steffen Müller #HealthcareTransformation #Whitepaper #FinancialHealth

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Read the new @Accenture Competitive Switzerland 2024 report to find out which industries in Switzerland will benefit most from the new technology, why augmenting employees – what we call a people-centric approach to generative AI - brings the biggest value and what Swiss companies need to do to scale generative AI across their entire business. Download the full report here: https://accntu.re/4aC72SW #CompetitiveSwitzerland #GenAI

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Switzerland, the home of medical innovation is often in the top spot in the global innovation indices.... but does the Swiss healthcare system put innovation into practice? Sadly, no. Switzerland is ranked only 14th in the Bertelsmann Stiftung Digital Health Index. The study “TRANSFORMATION DES GESUNDHEITSWESENS: VERPASST DIE SCHWEIZ DIE DIGITALE ZUKUNFT?” by my partner colleague Dr.Marie-Lyn Horlacher-Hecht identifies the reasons and offers a way forward for the Swiss healthcare system to transform. #OWHealth #OWSwitzerland #DigitalHealth

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In the first episode of our working capital management series, my colleagues, Carl Punkenburg discusses the pressing need for optimizing working capital amid today's challenging economic conditions. With supply chain disruptions, rising interest rates, and growing debt, companies are facing increased pressure to manage cash flow and safeguard liquidity. Effective working capital management has become essential to sustaining procurement operations and ensuring financial stability. Discover how to navigate these turbulent times in the video below. 🔗 https://lnkd.in/dTXq7ccb #Procurement #WorkingCapital #SupplyChain

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In this second part of the two-part discussion with Torsten Bernewitz, we dive into how to shape organizational structure and operating models to support patient centricity. Torsten discusses the need to break with traditional, and often successful, ways of operating, as well as the approaches and models organizations can adopt. Listen here: https://apple.co/3Vadyv9

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Incredibly excited to share BCG has been recognized as a Leader in AI Services by Forrester, an independent research firm, in The Forrester Wave™: AI Services, Q2 2024. According to Forrester, "BCG challenges its clients’ assumptions of AI impact by developing innovative AI solutions with a pragmatic approach led by business expertise. It has a healthy AI business with recognizable logos and a growing segment of long-term AI clients." Here is what sets BCG apart, according to Forrester: “Its vision stands out, focused on its clients becoming more competitive with AI while bringing notable clarity about the investments in areas such as R&D, technical development, talent quality, and sector-specific capabilities.” See the full Forrester report: https://on.bcg.com/4bjMShG 

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I am excited to moderate a panel at the Corporate Risk Minds Conference in Berlin tomorrow. Markus Freikamp, Deutsche Telekom AG, Ralf Garrecht, Fresenius, Dr. Anne Bendzulla, RWE, and my colleague Dr. Wolf Richter will address important questions such as: · What does the EU AI Act mean? · What are successful approaches to dealing with the risks of AI transformation? · How can ethical standards and transparency be ensured? · How can the risk function act as a key enabler for the AI transformation across the entire company? Looking forward to see you there! #genAi #AItransformation #futureofrisk

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Can finance drive revenue growth and meet sustainability goals? Questions like these are currently at the forefront of many conversations. So, I was happy to discuss at today’s Handelsblatt #CFOSummit2024 how integrating sustainability into our corporate strategy impacts the finance function. Some key points we touched: 𝐎𝐮𝐫 𝐜𝐨𝐧𝐯𝐢𝐜𝐭𝐢𝐨𝐧: We set ourselves ambitious sustainability goals, aiming at improving healthcare access for all, preserving our planet’s resources, and engaging our diverse #TeamHealthineers. 𝐏𝐨𝐬𝐢𝐭𝐢𝐯𝐞 𝐢𝐦𝐩𝐚𝐜𝐭𝐬: Embracing these goals enhanced our organizational learning to include sustainability-oriented boundary conditions in our daily operations, along with a workforce dedicated to our purpose. 𝐑𝐨𝐥𝐞 𝐨𝐟 𝐅𝐢𝐧𝐚𝐧𝐜𝐞: Finance is pivotal in navigating and resolving conflicting goals. Integrating sustainability metrics into performance measurements ensures that our strategic direction is aligned with long-term environmental, social, and economic objectives. 𝐃𝐞𝐚𝐥𝐢𝐧𝐠 𝐰𝐢𝐭𝐡 𝐜𝐨𝐧𝐟𝐥𝐢𝐜𝐭𝐢𝐧𝐠 𝐠𝐨𝐚𝐥𝐬: Prioritization is key. As a market leader investing heavily in innovation, we carefully assess and balance our goals. This approach allows us to drive sustainable growth while maintaining financial robustness, ensuring our investments in sustainability and circularity yield tangible economic benefits.   Integrating sustainability into our corporate strategy is a moral imperative and a strategic advantage. I'm excited to continue the discussion and explore new ways to drive sustainable transformation in the finance function with #TeamHealthineers. Carola Backes   #Sustainability #Innovation #Finance #CorporateStrategy

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This Handelsblatt article featuring a recent BDI - Bundesverband der Deutschen Industrie e.V. & Roland Berger study highlights the widening gap between Germany and the USA when it comes to innovation. It emphasizes that Europe needs to foster a stronger entrepreneurial culture and innovation mindset. This is exactly what Leitmotif is all about: connecting the US and the European innovation ecosystem and leveraging the skill set and expertise of European industrials to accelerate deep tech startups.

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More than three decades later, ‘The Time Paradigm’ is as relevant as ever for how companies manage, compete, and grow.​ Companies must be able to course correct quickly and reshape their organizations to meet customers' changing needs. Amid the accelerated adoption of GenAI, companies that apply new technology to improve their ability to respond to these needs will outclass competitors. As we look toward the future of business, companies that adapt to win the competition of time are positioned for lasting success.

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The possibilities of #Generative AI can be polarizing, but a new study from BCG finds a surprising level of familiarity and enthusiasm for the technology among #consumers around the world. AI has the potential to change and accelerate technological solutions to improve #healthcare and patient outcomes. This work not only deepens our understanding of AI's impact but also guides responsible adoption strategies. Read more: https://lnkd.in/dHAE5c7C

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From ChatGPT’s release to company-specific #GenAI programs in just a few years is a phenomenal leap forward. BCG’s GENEOM project is a fascinating case study displaying the potential conversational AI has to revolutionize day-to-day working. Being on the ground as this kind of groundbreaking technology is rolled out is a unique opportunity – and it will be interesting to see the role future collaborations will play in further accelerating progress. Is your business investing in proprietary #AI?"

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How to measure success in restructuring key business units, functions or transformations? By Thomas Kessler Managing Partner at Integration Success GmbH and Atlantic M&A Partners | Pioneer in AI and M&A Integrations | I was recently pinged by Sofoklis Yiannacou, FCCA with a very interesting question following one of my posts: "How do you measure restructuring of key business units or functions or transformation?" My answer: Measuring the restructuring or transformation of key business units or functions requires a comprehensive approach that combines quantitative and qualitative metrics. Key performance indicators (KPIs) such as: + Financial metrics (e.g., revenue growth, cost positions), + Operational efficiency measures (e.g., productivity rates, process efficiency and technological, service, and product differentiators), + Customer-related metrics (e.g., satisfaction scores, retention rates) provide a quantitative foundation. These are complemented by project-specific KPIs that track milestones, budget adherence, and timeline compliance. A perfect tool to drive performance in transformation is the GE 9Box Matrix. Maybe long forgotten and yet still tremendously powerful to drive success in transformations. My answer also has to highlight - the importance of the human-centric aspects - of restructuring! This involves explaining the changed purpose and ensuring people buy-in to the picture painted for the joint future. The success of your new strategic direction can be measured by tracking employee metrics like engagement scores, turnover rates, and time-to-hire for new positions. Additionally, qualitative assessments through surveys and interviews can gauge employee sentiment, cultural alignment, and adoption of new processes or technologies. Leadership effectiveness in guiding the transformation, fostering open communication, and addressing employee concerns is another vital human-centric factor to evaluate. Leadership effectiveness is also achieved if the leadership team is fully aware of its strengths, motives and desires. The use of psychometric tools like motivationfinder.com, and https://lnkd.in/giRU__bs have been tremendously helpful for my clients when used in transformation projects. By balancing hard metrics with these human-centric approaches, measuring the success of organizations is one approach that has proven to be massively helpful in the restructuring or transformation process. They help to measure, progress and adjust the course taken all while making informed decisions and adjustments to ensure success. What is your point of view on measuring success in restructuring key business units, functions or transformations?

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Companies that do more M&A deliver better shareholder returns, as the data has proven again and again. But what do those that succeed at integration do differently? And how can companies with bold M&A ambitions but less of a track record keep up? Explore the 10 key steps we’ve identified that the best integrators consistently follow. https://atbain.co/4bKbaBz

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