Peter Freundel

The Mannheim MBA offers the best Return On Investment (ROI) worldwide. This has again been confirmed by the QS Global MBA Rankings 2025. In this list of leading business schools, Mannheim is positioned among the Top 50 worldwide again. Find out more about the Mannheim Full-Time MBA here: https://lnkd.in/ea5Ej629 #MannheimBusinessSchool #MannheimerForLife #MannheimMBA #MBA #ROI

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ChatGPT Adoption in Germany: Understanding the Digital Divide Executive Summary Despite its position as a leading European economy, Germany ranks surprisingly low (19th globally) in ChatGPT adoption rates, revealing a distinct digital paradox in one of Europe's most technologically advanced nations. Key Findings from the Report: 1. Usage Patterns Private vs. Professional: - UsePrivate usage saw a dramatic increase from 56% to 75% (Q1 2023) - Professional and educational use both declined to 11% This suggests a growing comfort with AI in personal contexts while institutional adoption lags 2. The Two-Sided Story: ChatGPT Users - Show a higher likelihood of continued usage - Report positive experiences - Demonstrate increased willingness to explore other AI tools - Tend to be more optimistic about AI's potential Non-Users - Express significant skepticism - Show resistance primarily driven by: - Data privacy concerns - Ethical considerations The full report is here: https://lnkd.in/dhr699zs #AI #GenAI #Germany

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I took a 2 month #parentalleave as a Partner at Roland Berger to take care of my son and spend more time with my wife. Are are my 5 learnings and recommendations how to make it happen: 1. #Enjoy the moment: Just be there for your family, don't overload the time with special activities every day. Go out in the forest, swimming or go to the playground brings a lot of joy 2. Align timing with #business cycle: Put the leave ideally in the summer months of July and August or whatever time is best for your industry 3. #Delegate all tasks and enable the next leadership generation: Don't think that you are irreplaceable, instead try to hand over all responsibilities, potentially except for having a look at your direct reports from time to time 4. Spend time with your #partner: Do things you did not manage to do in the last months such as a romantic dinner or going to the cinema while your kid is in daycare or relatives have a look 5. Do a private #project: My wife and I build a gigantic mud kitchen for our son and I trief to swim every day for 1h while he was sleeping You could also reconsider if a formal parental leave, i.e. being 100% out is right or if you want to move to a 80 or 90% contract with 2 or 3 months vacation in a year but more flexibility. And finally: Just do it. The time with your kid never comes back. A big thank you from my side to my mentor Carsten Bock , our Industrials head Norbert Dressler and the Roland Berger Advanced Technology Center and Electronics practices for covering me, in particular: Falk Meissner Dr. Joerg Schrottke Alexander Fey Dr. Sebastian Schams Andrew Yi Carina Kiessling Maurus Wüthrich

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At Roland Berger's Capital Goods client team, we are intensively supporting #EPC companies - since more than 20 years already. In our projects we often see that #SG&A costs are overlooked. While the primary focus is on optimizing project-specific outcomes, the steady increase in (often non-reimbursable!) #SG&A costs suggests a significant opportunity to improve overall profitability. Our experience shows that addressing SG&A systematically can unlock significant profitability. Roland Berger’s proprietary STEP Change approach has consistently delivered measurable results, both within the EPC sector and beyond, by focusing on sustainable profitability gains.   Please find some more details attached and get in touch with the team when you are interested to discuss how STEP Change can enhance profitability at your company while achieving your strategic goals. Peter Odenwälder Stefan Krieger Leonardo Bonetti Francesco Campagna Slava Chak Tim Longstaff Houda O. Gareth Hayes Clement Audouin

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How Different is Leadership in Amateur Sports in Comparison to Business Environments? After more than 20 years I restarted my "career" as an amateur football player last year. Today was our last match of the 23/24 season in Hamburg's highest ranked league for players over 40. It was a season with lots of ups and downs... and some curiosities: - We did not gain a single point in away games until the very last match day. And still finished the season in the midfield - We did not lose a single home game until the middle of the second half of the season - We never played with the same lineup in two consecutive games - We won the fairness table by far with only 8 yellow cards in the whole season. (I got 3 of the 8. 😬 ) But I also realised some differences in "leadership". Especially in comparison to modern tech companies. As I was new to the team, I was watching this closely and trying to understand mechanics and patterns. Here's what I observed: 1. It's more archaic and conservative with lack of transparency (not always) and lack of new ideas. Structures and playing style usually do not change over the years. The team sticks to what it already knows. There is no input on improvements expected from the team and the injection of new ideas depends 100% on the coach’s ambitions. 2. Communication is mostly top-down; feedback is not permitted but also not encouraged. There is nearly no 1 on 1 communication initiated by the coach or the leading players in the team and no feedback loops. This obviously is a missed learning opportunity for everyone. It also leads to less politics and whining and players are forced to find solutions by themselves. 3. The "leaders" in the team only have an intuitive understanding of leadership. And they all lack an understanding of responsibility and ownership in their respective roles. They still lead the team with their experience and the merits they already earned over the years, but “Radical Ownership” and the willingness to push/pull team or individuals is less concise. 4. It’s interestingly less prone to micro management. The coach has relatively little influence on what’s going on during the game (besides substitutions and his pre-game speech and during the break) and the team needs to find solutions to problems on the pitch by themselves. It’s an advantage in comparison to corporate environments where leaders are always tempted to jump in and solve problems which are in the responsibility of the team. So, what does this mean? After one season, I decided to step up now, take over more responsibility, support the team more pro-actively and raise my voice more often. Let's see where this takes us next season.

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🚨 Top-performing organisations are considerably more likely than their peers to have a clear ecosystem strategy and to derive a significant portion of their revenue from ecosystems. However, a recent survey from PwC Deutschland has shed light on a problem that may prevent companies from maximising the potential of these kinds of collaborations: a lack of empowerment on the part of ecosystem managers. Scroll through the three ways boards and the C-suite can give ecosystem managers the agency they need to achieve better outcomes, then explore them in more depth: https://pwc.to/3QMDmvm #TLA #Ecosystems #Collaboration

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🚨 Top-performing organisations are considerably more likely than their peers to have a clear ecosystem strategy and to derive a significant portion of their revenue from ecosystems. However, a recent survey from PwC Deutschland has shed light on a problem that may prevent companies from maximising the potential of these kinds of collaborations: a lack of empowerment on the part of ecosystem managers. Scroll through the three ways boards and the C-suite can give ecosystem managers the agency they need to achieve better outcomes, then explore them in more depth: https://pwc.to/3QMDmvm #Ecosystems #TLA

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🚨 Top-performing organisations are considerably more likely than their peers to have a clear ecosystem strategy and to derive a significant portion of their revenue from ecosystems. However, a recent survey from PwC Deutschland has shed light on a problem that may prevent companies from maximising the potential of these kinds of collaborations: a lack of empowerment on the part of ecosystem managers. Scroll through the three ways boards and the C-suite can give ecosystem managers the agency they need to achieve better outcomes, then explore them in more depth: https://pwc.to/3QMDmvm #Ecosystems

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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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Top-performing organisations are considerably more likely than their peers to have a clear ecosystem strategy and to derive a significant portion of their revenue from ecosystems. However, a recent survey from PwC Deutschland has shed light on a problem that may prevent companies from maximising the potential of these kinds of collaborations: a lack of empowerment on the part of ecosystem managers. Scroll through the three ways boards and the C-suite can give ecosystem managers the agency they need to achieve better outcomes, then explore them in more depth: https://pwc.to/3QMDmvm #Ecosystems Simon Gealy | Andrew Taggart | Charles Loh | Martijn Schouten | Parul Munshi | Eugene Macey | Winston Nesfield | Marina Tusin | Veronica R. Bartolome | Shahrin Ismail | Vilaiporn Taweelappontong | Johnathan Ooi

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Would you like to know how your bank can become a #DigitalChampion? I am delighted to present the sixth edition of the Digital Banking Maturity Study - the world's most comprehensive survey on digital banking in the retail business. In this edition, almost 350 banks in over 40 countries were analysed. The study covers both the mobile channel (app) and the internet & website channel along the entire customer journey and is based on a ‘mystery shopper’ study of digital functionalities, a survey of customer preferences and a UX analysis. In my view, these are the most exciting insights for the German market: 👉 Digital banking is not about the number of functions, but about customised solutions that are accepted by customers. 👉 Digitalisation budgets for the mobile channel at the expense of the internet channel 👉 Agile IT organisation crucial for top positions Please discuss the current options for action with me and our digital banking experts Hans-Martin Kraus, Bianca Santillana, David Pade, Maximilian Link and Leonie Luke. 👉 Download the study now and find out more about the digital maturity of banks worldwide! https://deloi.tt/40Txgiy

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We’re coming to you live from #CannesLions2024 where Bain Partner Andreas Dullweber and Conny Kalcher, the chief group customer officer of Zurich Insurance and an early promoter of modern marketing and customer experience, are discussing how modern marketing transformations can unlock growth for companies. They delve into how these transformations drive leads and sales, resulting in higher engagement and loyalty. #BainatCannes

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European #PrivateEquity transaction volumes saw significant declines in 2023 due to challenges in debt financing. What can we expect in 2024? Our latest report "Private Equity – DACH: State of the Region" provides detailed insights into: 📍 H1 transactional volume numbers in Europe 📍 DACH region transaction volume by geography 📍 The outlook for H2 2024 💡 Dive into the latest data forecasting for the entire #EuropeanMarket: ➡️ https://lnkd.in/dZGeGivB #RolandBerger

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📈 The path to becoming a data-driven company does not have to be such a tedious one. Curious to find out more? Discover how PostFinance has achieved its own milestones as we revisit the insightful talk by Janick Mischler, PostFinance and Selina Gasser from Accenture. 𝗞𝗲𝘆 𝗛𝗶𝗴𝗵𝗹𝗶𝗴𝗵𝘁𝘀 𝗳𝗿𝗼𝗺 𝗧𝗵𝗲𝗶𝗿 𝗝𝗼𝘂𝗿𝗻𝗲𝘆 🔸Setting a Clear Objective: Ensuring proper use of data platforms and having enough data, technology, and skills are important in becoming data-driven. 🔸LLMs in Analysis: Use of Large Language Models to analyse millions of customer interaction records to determine needs, validate product ideas, and explore new business opportunities. 🔸Leveraging PF-GPT: PostFinance’s Internal LLM-driven chatbot provides rapid responses within 30 seconds. While beneficial, it requires significant investment in user training and adoption. 📩Sign up for our newsletter and stay ahead of all the latest updates: https://bit.ly/3WsFiLt #DataandAILeadershipDay #conference #futuretech #LLMs #DataDriven #keytakeaways #chatbots

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👎 Failure of acquisition targets and expectations is not a privilege of large corporates.   See our sequel  Post Merger Integration – a closed book!? Demystifying the world of PMI.   Link in the comments. 👇   By The Hardt Group GmbH – The #Transformation Agents   #PMIspective #PMI #Transformation #Carveout #Merger #postmerger #manda #mergerintegration #postmergerintegration

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Our latest thinking on SG&A costs optimization for EPC players.

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In addition to #EPC revenue streams and project backlog, the ability to manage sales and general costs is becoming even more crucial in this market scenario. Our Roland Berger STEP Change expertise unlocks consistent profitability and frees up resources for further growth. Please read Sven Siepen's post below. We are keen to discuss it further. Leonardo Bonetti, Peter Odenwälder, Stefan Krieger, Slava Chak, Tim Longstaff, Gareth Hayes

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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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🍎🤸‍♂️⚽ UEFA Champions Innovate is back   ⚽ 🍎🤸‍♂️ Opportunity for #asian #tech #founders !!  𝐀𝐒𝐓 𝐢𝐬 𝐩𝐫𝐨𝐮𝐝 𝐭𝐨 𝐬𝐮𝐩𝐩𝐨𝐫𝐭 𝐨𝐮𝐫 𝐟𝐫𝐢𝐞𝐧𝐝𝐬 𝐚𝐭 𝐔𝐄𝐅𝐀 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧 𝐇𝐮𝐛 𝐚𝐬 𝐭𝐡𝐞𝐲 𝐥𝐚𝐮𝐧𝐜𝐡 '𝐂𝐡𝐚𝐦𝐩𝐢𝐨𝐧𝐬 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐞' 𝐉𝐨𝐢𝐧 𝐮𝐬 𝐢𝐧 𝐝𝐫𝐢𝐯𝐢𝐧𝐠 #𝐩𝐨𝐬𝐢𝐭𝐢𝐯𝐞 𝐜𝐡𝐚𝐧𝐠𝐞 𝐚𝐭 𝐭𝐡𝐞 𝐔𝐄𝐅𝐀 𝐂𝐡𝐚𝐦𝐩𝐢𝐨𝐧𝐬 𝐋𝐞𝐚𝐠𝐮𝐞 𝐅𝐢𝐧𝐚𝐥 𝐢𝐧 𝐌𝐮𝐧𝐢𝐜𝐡 𝐫𝐞𝐜𝐞𝐢𝐯𝐞 €𝟓𝟎,𝟎𝟎𝟎 For this edition, UEFA - together with the City of Munich, home of UEFA Champions League final - are partnering upon the key strategic policy of promoting: 🏃‍♀️⚽#𝑝ℎ𝑦𝑠𝑖𝑐𝑎𝑙 𝑎𝑐𝑡𝑖𝑣𝑖𝑡𝑦 🍎🤸‍♂️#ℎ𝑒𝑎𝑙𝑡ℎ𝑦 𝑙𝑖𝑓𝑒𝑠𝑡𝑦𝑙𝑒𝑠 🚀 Supported by startups in those fields invited to propose ideas to meet the 2 specific challenges identified by #Mastercard and #adidas. Mastercard will implement its vision of using the power of #football to connect, inspire and serve as a force for good by supporting and inspiring the citizens of #Munich with a purposeful digital innovation that makes sport – especially football – more inclusive and accessible for everyone. Its aim is to remove the obstacles which prevent participation in organised sport. adidas is seeking to harness the excitement generated by the UEFA Champions League final to make more #fans, especially from the #younger generation, fall in love with practising sport, and football in particular – encouraging them away from screens and to become more active, creating beneficial lifelong #habits. 10 more days to APPLY ! Selected start-ups will receive €50,000 in funding to support the execution of their pilot programme helping to offset costs and bring their innovative ideas to life. In addition, participants will gain exclusive access to experimental platforms For more information on Champions Innovate Munich 2025 and to submit your applications, click on the link below: https://lnkd.in/gAz_BPG5 If you have any questions about your potential, feel free to DM or email me. Charles Frémont Eliott Castille Asia Sports Tech

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