Roland Berger (Company)

from Wikipedia, the free encyclopedia
Roland Berger Holding GmbH

logo
legal form Corporation ( GmbH )
founding 1967
Seat Munich , Germany
management Stefan Schaible
(Global Managing Director)
Number of employees approx. 2,400
sales approx. 600 million euros
Branch Business consulting
Website www.rolandberger.com
Status: 2018

Roland Berger (2001-2015 Roland Berger Strategy Consultants ) is an international consulting firm with headquarters in Munich . With 2,400 employees and 52 branches in 35 countries, it is present in all important industrial and emerging countries. As the market leader in Germany, Roland Berger is the only European consultancy to be among the leading representatives in its industry. The annual turnover in 2018 was around 600 million euros, the most successful business year to date.

The company was founded by Roland Berger in 1967 and expanded worldwide in the 1970s and 1980s. From 1987 to 1998, majority owned by Deutsche Bank , Roland Berger developed into a partnership in the 1990s after a management buy-out . Today, the consulting company is an independent partnership exclusively owned by around 230 partners.

profile

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 are traditionally a focus of business activity .

Roland Berger has realigned its offering in recent years. With a combination of consulting, technology and its worldwide network, the consulting offers a new approach for its customers. Roland Berger develops and bundles its own know-how in global competence centers that specialize in different industries and functional areas. Interdisciplinary teams are put together for each consulting project.

history

Foundation phase

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 the first orders was the development of a new advertising concept for the tour operator Touropa . Over the years, the company's business has increasingly shifted 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 was founded in Milan , followed by another location in São Paulo in 1976 . Representations in France, Great Britain, Japan, Spain and the United States were added later. Roland Berger participated in the establishment of several consortia in order to underline the international claim of his business. In addition, a holding company was set up as the parent company for the company.

In 1980 Roland Berger became the first European management consultancy to be accepted into the Association of Consulting Management Engineers (ACME). It is the oldest and most prestigious industry association for business 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 , CEO of Deutsche Bank , developed the concept of a European-style investment bank . Against this background, Deutsche Bank gradually acquired a qualified majority in Roland Berger from 1987 onwards. Deutsche Bank wanted to expand the consulting business into a third pillar alongside commercial banking and investment banking. However, after the murder of Herrhausen by the Red Army Faction in 1989, cooperation came to a standstill. With the takeover of Morgan Grenfell , the consulting business at Deutsche Bank was less of a focus.

After the entry of Deutsche Bank, Roland Berger was able to almost double its turnover, which was mainly due to the globalization of activities. Due to regulatory requirements, however, the company was denied access to the US market, so the company increasingly turned to the east. After the fall of the Iron Curtain , Roland Berger founded subsidiaries in countries of the former Eastern Bloc . In addition, the company expanded to Japan , China and India .

Advising the Treuhandanstalt

The fall of the Berlin Wall opened up additional opportunities for the company for growth in the domestic market: Roland Berger began building up his business in the German Democratic Republic as early as December 1989 , where it quickly developed into the leading management consultancy. In addition to private contracts, the Treuhandanstalt was advised on the privatization and restructuring of state- owned companies . Roland Berger played a key role in examining the corporate concepts, which is why the company was described in WirtschaftsWoche as the “secret ruler of the East German economy”. In 1992, however, Roland Berger received significantly fewer such orders. The East German private companies were mostly medium-sized companies with less need for advice.

Transformation to partnership

In 1998 there was a serious change in the ownership structure: Roland Berger's partners took over the shares as part of a management buy-out . Management expected accelerated growth from the exit of the credit institution, as profits could be invested more flexibly. The company gained unrestricted access to the US market. Deutsche Bank initially retained a minority stake in the single-digit percentage range, from which it finally parted in 2000. Roland Berger was then completely independent again.

Confirmation of independence

In 2001 Roland Berger announced that he would be moving from the management to the supervisory board . In 2002 the partners elected Burkhard Schwenker as the new boss. In addition to consultants, the company was also increasingly hiring engineers. Personnel consulting was given up.

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, Roland Berger remained associated with the committee as honorary chairman.

Roland Berger's withdrawal 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 company Deloitte was announced. Ultimately, the project failed due to resistance from Roland Berger's partners. After the merger with Deloitte was canceled, Roland Berger carried out a capital increase in order to increase the management consultancy's financial scope.

Generation change in management

In 2014 the partners elected the French Charles-Édouard Bouée as the new Chief Executive Officer . With the French, an international partner was at the helm of Roland Berger for the first time. His assumption of office meant a cultural change for Roland Berger, the entire management team was significantly younger. 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 led by a team that covers all regions and business areas of the company. The management includes Tijo Collot d'Escury, Sascha Haghani, Satoshi Nagashima, Olivier de Panafieu and Stefan Schaible. The latter is also the managing director of the parent company Roland Berger Holding.

Business diversification

Since 2014, the management initiated a comprehensive change. Traditional skills in the area of ​​restructuring and strategy consulting have been strengthened. For this purpose, Roland Berger bought the FMC specialist consultancy in 2015, which had been founded by two former Roland Berger partners. The range of services was expanded considerably and, above all, the digital business was consistently promoted. In addition, Roland Berger increasingly relied on collaborations, for example with numerous start-up companies . In 2015, Roland Berger also presented a new brand identity that was supposed to reflect the diversification of the business. The addition "Strategy Consultants" introduced in 2001 has been deleted from the company name.

organization

Legal form and structure

Roland Berger Holding GmbH is a limited liability company under German law. It was entered in the commercial register in 2006 , has its headquarters in Munich and acts as the parent company of the group . Since the last change in 2016, the share capital has been 783,600 euros. The object of the company is strategic and operational management consulting, marketing, corporate and economic research, training and further education for third parties, as well as personnel consulting both on a national and international level. Activities that are prohibited by law are expressly excluded.

Roland Berger Holding GmbH is involved in various domestic and foreign companies, for example Roland Berger GmbH based in Munich. Most of the subsidiaries are national companies that handle the company's operations in their respective regions. Major participations are consolidated in the consolidated financial statements of Roland Berger Holding GmbH.

Shareholder and leadership

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 company's 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 people) reside in the European Union , with only Germany (86) and France (19) represented in double digits.

Roland Berger Holding GmbH has at least one and a maximum of three managing directors who together make up the management . Currently this is Stefan Schaible (Global Managing Director) . It is monitored and supported by the Supervisory Board . This consists of five members who must also be shareholders in the company. At the moment, Marcus Berret (Chair), Denis Depoux, Wilfried Aulbur, Robert Henske and Didier Tshidimba are on the committee.

Initiatives and projects

Best of European Business

In 2005, Roland Berger launched the “Best of European Business” competition with the 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, for example, had attracted attention through extraordinary innovations. From 2006 to 2013, the “Best of European Business” award was given to a total of 36 award winners.

European rating agency

In the financial crisis that began in 2007 , the dominant US rating agencies came under fire. A European alternative was called for as a counterpoint to the market leaders Fitch , Moody’s and Standard & Poor’s . Among other things, the German Chancellor Angela Merkel supported the project. She refused a state implementation and rather called for an initiative of the economy. In 2011 Roland Berger took up this idea and developed a concept for the establishment of a European rating agency. This should be organized as a foundation and therefore completely independent. In addition, it was planned that the users of a rating would pay for the rating instead of the issuer, which would have largely prevented conflicts of interest. Frankfurt am Main was one of the locations under discussion.

The press was skeptical about the establishment of a European rating agency, and Spiegel spoke of a “castle in the air from Brussels”. Roland Berger nevertheless considered the various organizational and regulatory hurdles to be justifiable. The cost was put 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, the implementation turned out to be difficult, so that the consultancy put an entrepreneurial solution up for discussion. In 2013 the project failed due to funding.

Terra Numerata

In 2014 Roland Berger launched the digital ecosystem Terra Numerata. Clients should benefit from disruptive technologies and receive professional support in the process. The network, which is basically open to all companies, brought together actors of various 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 Spielfeld Digital Hub as a cross-industry platform for innovations. This enables established companies to research new innovations, to come into contact with the necessary technologies and to implement them in concrete projects. There are locations in Berlin and Paris.

social commitment

Roland Berger was involved in numerous initiatives and pro bono projects on a national and international level . For example, support was given to the Nederlands Dans Theater and the international cultural center in Krakow. Since 2008, the management consultancy has focused on promoting education with the Roland Berger Foundation . It was founded in 2008 by Roland Berger and is independent. The foundation temporarily made mezzanine capital available to the company and received interest in return.

Publications

In 2014 Roland Berger published Think: Act for the first time . The magazine is aimed at international executives and was published in German and English right from the start. Think: Act has received several awards, for example the Best of Corporate Publishing Award and the renowned Mercury Award. Initially under the leadership of Burda , the magazine has been published by Axel Springer Verlag since 2011 .

Roland Berger also publishes numerous studies and other publications every year.

criticism

Advice to the public sector caused controversial debates, especially during the term of office of the federal government under Gerhard Schröder : In 2003, for example, it became known that Roland Berger had received several orders from the Federal Ministry of Defense without a tender. Although there was no legal objection to these, the award procedure was revised. In 2004, the opposition in the German Bundestag criticized the payment of millions in fees to Roland Berger by the Federal Employment Agency (BA). The execution of core tasks by third parties was denounced, while BA boss Florian Gerster saw external expertise as essential for the modernization of the authority. In the talk show Sabine Christiansen in 2004 Christian Wulff accused Roland Berger ad personam that the company had provided expert reports for the Lower Saxony SPD state governments at exorbitant fees, and that state parliament proposals by the Greens had comparatively more substance . Roland Berger himself sensed a political campaign, especially by the CDU, that would damage the economy.

There was also criticism of Roland Berger's role in the construction industry: in 2002, for example, Philipp Holzmann slipped into bankruptcy, although Roland Berger had previously considered the group to be essentially capable of restructuring. Roland Berger later justified himself by saying that the recommendations of the management consultancy had not been followed. In 2005 Walter Bau went bankrupt, and Roland Berger was also supposed to help with the renovation. The company received a fee in the millions for this. The chairman of the works council argued that some management consulting instruments were not geared towards the construction market or were generally not suitable for construction. However, observers emphasized that it was only the controlling introduced by Roland Berger that had disclosed the desolate economic situation of Walter Bau.

In 2006 the journalist and non-fiction author Thomas Leif published a book in which he also takes a critical look at management consultancies. In one chapter he also deals with Roland Berger.

Web links

Individual evidence

  1. ↑ a b Bert Fröndhoff: The new clock . In: Handelsblatt . June 11, 2019, p. 44 .
  2. ^ A b Leading management consulting company in Germany. (PDF) Lünendonk & Hossenfelder, May 24, 2017, accessed on September 18, 2019 .
  3. ↑ a b Philipp Habdank: 10 percent sales growth is not enough. In: finance-magazin.de. June 25, 2019, accessed September 18, 2019 .
  4. ↑ a b Bert Fröndhoff: Roland Berger's plan "B". In: handelsblatt.com. September 7, 2015, accessed September 18, 2019 .
  5. ↑ Heritage. Roland Berger, accessed on September 18, 2019 (English).
  6. ↑ Offices. Roland Berger, accessed on September 18, 2019 (English).
  7. ↑ Bert Fröndhoff: Consultants are celebrating a record year . In: Handelsblatt . January 7, 2019, p. 18 .
  8. ↑ a b c d “I approach people” . In: Balance . September 24, 2003 ( bilanz.ch [accessed February 1, 2018]).
  9. ↑ Deutsche Bank leaves Top-Consultants . In: Handelsblatt . July 23, 1998, p. 14 .
  10. ↑ Thomas Luber: On your own feet . In: Capital . No. 8 , 1998.
  11. ↑ Axel Höpner, Katrin Terpitz: Roland Berger wants to remain independent . In: Handelsblatt . July 22, 2010, p. 3 .
  12. ↑ Roland Berger says "No" . In: Medianet . January 10, 2014, p. 32 .
  13. ↑ Axel Höpner, Bert Fröndhoff, Dieter Fockenbrock: Battle of an Icon . In: Handelsblatt . March 10, 2014, p. 1 .
  14. ↑ Christoph Hardt: Roland Berger and his customers in the public service: A victim of his fame. In: handelsblatt.com. February 11, 2004, accessed September 18, 2019 .
  15. ^ A b Axel Höpner, Dieter Fockenbrock: Roland Berger helps Roland Berger . In: Handelsblatt . October 16, 2014, p. 16 .
  16. ↑ Sebastian Matthes: "Digitization will demand more of our society than the Hartz reforms". In: huffingtonpost.de. December 2, 2017, accessed September 18, 2019 .
  17. ^ Solutions. Roland Berger, accessed on September 18, 2019 (English).
  18. ↑ Carsten Knop: consultant Roland Berger Legend: From Bismarck to Macron. In: faz.net. July 17, 2017, accessed September 18, 2019 .
  19. ↑ From supplier to consultant star . In: Bonner General-Anzeiger . November 22, 2002, p. 25 .
  20. ↑ The epitome of the management consultant . In: Westdeutsche Zeitung . 22nd November 2017.
  21. ↑ Hans-Jürgen Klesse: TUI becomes the largest tourism group in the world. In: wiwo.de. July 20, 2014, accessed September 18, 2019 .
  22. ↑ a b Roland Berger hits major milestone: 50 years in business. In: consultancy.uk. September 22, 2017, accessed September 18, 2019 .
  23. ↑ Hans-Jürgen Jakobs: The power of the consul . In: Handelsblatt . November 22, 2017, p. 18 ( handelsblatt.com [accessed February 1, 2018]).
  24. ↑ a b Austrian Press Agency: A European success story: Roland Berger Strategy Consultants celebrate their 40th anniversary . November 20, 2007.
  25. ↑ a b c Rainer Frenkel: The stimulus figure . In: The time . February 5, 2004.
  26. ^ Friedhelm Schwarz: The Deutsche Bank: Giant on feet of clay . Campus-Verlag, ISBN 3-593-37212-6 , pp. 32 .
  27. ^ The bank-advisor alliance . In: Marketing . September 1, 1987, p. 10 .
  28. ↑ Deutsche Bank sticks to Roland Berger . In: Börsen-Zeitung . June 3, 1998, p. 12 .
  29. ↑ Gerhard Kutscher: A particular stroke of luck: Deutsche Bank enters the consulting business . In: Handelsblatt . August 10, 1987, p. 2 .
  30. ↑ Dietmar Student: Counselor in own matter . In: Manager Magazin . January 21, 2005, p. 30 .
  31. ^ Stefan Kaiser: Deutsche Bank: The rise and fall of a megalomaniac. In: spiegel.de. October 1, 2016, accessed September 18, 2019 .
  32. ↑ Roland Berger: Sales doubled in three years. Growing business with foreign customers. In: Handelsblatt . September 28, 1989, p. 17 .
  33. ↑ a b Roland Berger: "We are growing abroad" . In: WirtschaftsWoche . March 22, 1991, p. 60 .
  34. ↑ Gregor Handler: Concept for the development of integrated consulting: Integration of systemic elements into classic consulting . Springer-Verlag, Wiesbaden 2007, ISBN 978-3-8350-0851-9 , pp. 82 .
  35. ↑ Roland Berger cooperates in China . In: Handelsblatt . October 25, 1994, p. 21 .
  36. ↑ Roland Berger opens office in India . In: Handelsblatt . May 30, 1997, p. 24 .
  37. ^ Mathias Müller von Blumencron, Wieland Schmitz: Never exclusive . In: WirtschaftsWoche . September 13, 1991, p. 142 .
  38. ^ Mathias Müller von Blumencron: Roland Berger: The secret ruler over the East German economy . In: WirtschaftsWoche . September 13, 1991, p. 139 .
  39. ↑ Roland Berger & Partner: Strong jump in sales in the current year - fewer orders from the trust . In: Handelsblatt . December 10, 1992, p. 22 .
  40. ↑ New ownership structure at Roland Berger . In: Börsen-Zeitung . July 18, 1998, p. 13 .
  41. ↑ a b Management buyout at Roland Berger . In: Börsen-Zeitung . July 23, 1998, p. 5 .
  42. ↑ Roland Berger is aiming for the US market . In: Handelsblatt . July 23, 1998, p. 1 .
  43. ↑ Beate Wilmms: Deutsche Bank separates from Roland Berger . In: The daily newspaper . July 23, 1998, p. 7 .
  44. ↑ Deutsche Bank sells remaining Roland Berger shares . In: Handelsblatt . June 6, 2000, p. 23 .
  45. ↑ Deutsche Bank separates from Roland Berger . In: Börsen-Zeitung . June 6, 2000, p. 29 .
  46. ↑ Roland Berger expands holdings . In: Handelsblatt . July 12, 2000, p. 16 .
  47. ↑ Roland Berger with a new name on record course . In: Börsen-Zeitung . July 11, 2001, p. 13 .
  48. ↑ Walter Hillebrand, Reinhard Kowalewsky: The Legacy: After 35 years as a top consultant, founding father Roland Berger changes to the supervisory board . In: Capital . November 14, 2002, p. 36 .
  49. ↑ Schwenker leads Roland Berger . In: Börsen-Zeitung . December 13, 2002, p. 7 .
  50. ↑ Roland Berger is looking for new consultants . In: format . May 4, 2007, p. 61 .
  51. ↑ Roland Berger is looking for engineers . In: Handelsblatt . May 18, 2007, p. 9 .
  52. ↑ Engineers as consultants . In: format . July 7, 2006, p. 65 .
  53. ↑ Harald Ehren, Nicola de Paoli, Jörn Paterak: Roland Berger gives up personnel consulting . In: Financial Times Germany . April 13, 2004, p. 10 .
  54. ↑ Tanja Kewes: Roland Berger, the second . In: Handelsblatt . June 8, 2010, p. 54 .
  55. ↑ Kathrin Terpitz: Generation change at Roland Berger . In: Handelsblatt . July 19, 2010, p. 54 .
  56. ↑ Karl-Heinz Büschemann: the end of a legend . In: Tages-Anzeiger . June 8, 2010, p. 11 .
  57. ↑ Karl-Heinz Büschemann: the end of a legend . In: Tages-Anzeiger . June 8, 2010, p. 11 .
  58. ↑ Deloitte reaches for Roland Berger . In: The press . November 19, 2010, p. 19 .
  59. ↑ The merger of Roland Berger and Deloitte failed . In: Hamburger Abendblatt . November 22, 2010, p. 33 .
  60. ^ Sven Clausen: Stockholm collection . In: Financial Times Germany . June 29, 2011, p. 6 .
  61. ↑ French takes over at Roland Berger. In: spiegel.de. June 28, 2014, accessed September 18, 2019 .
  62. ↑ Axel Höpfner, Bert Fröndhoff: Monsieur 100,000 volts . In: Handelsblatt . June 30, 2014, p. 46 .
  63. ^ Christoph G. Schmutz: Everything but boredom . In: Neue Zürcher Zeitung . February 9, 2015, p. 17 .
  64. ↑ Cornelius Welp: Roland Berger: The risky restart of the consulting icon. In: wiwo.de. February 17, 2016, accessed September 18, 2019 .
  65. ↑ Bert Fröndhoff: Roland Berger: The Next Generation . In: Handelsblatt . June 30, 2015, p. 47 .
  66. ↑ Cornelius Welp: New start out of necessity . In: WirtschaftsWoche . February 12, 2016, p. 42 .
  67. ↑ New services and new logo . In: Medianet . November 6, 2015, p. 30 .
  68. ↑ John Gapper: The strategy consultants in search of a strategy. In: ft.com. August 28, 2013, accessed September 18, 2019 .
  69. ↑ Change of management at Roland Berger. In: consulting.de. June 11, 2019, accessed September 18, 2019 .
  70. ↑ Roland Berger boss Bouée disembarks. In: welt.de. June 7, 2019, accessed September 18, 2019 .
  71. ↑ a b c d e Roland Berger Holding GmbH. In: Unternehmensregister.de. Bundesanzeiger Verlag, August 9, 2016, accessed on September 18, 2019 (Articles of Association).
  72. ↑ Roland Berger takes over team from competitor FMC . In: Börsen-Zeitung . June 26, 2015, p. 16 .
  73. ↑ Bert Fröndhoff: Roland Berger is expanding digital business . In: Handelsblatt . May 22, 2015, p. 23 .
  74. ↑ Dietmar Student: Berger allies with the Samwer brothers. In: manager-magazin.de. December 17, 2014, accessed September 18, 2019 .
  75. ↑ Niklas Wirminghaus: Roland-Berger-CEO: Why it didn't fit between Rocket and Roland Berger after all. In: gruenderszene.de. April 26, 2016, accessed September 18, 2019 .
  76. ^ Roland Berger Strategy Holding GmbH. In: Unternehmensregister.de. Bundesanzeiger Verlag, May 31, 2010, accessed on September 18, 2019 (consolidated financial statements).
  77. ^ Roland Berger Holding GmbH. In: Unternehmensregister.de. Bundesanzeiger Verlag, December 27, 2017, accessed on September 18, 2019 (list of shareholders).
  78. ↑ a b Management. Roland Berger, accessed on September 18, 2019 (English).
  79. ↑ Harald Ehren: Gala of hope . In: Financial Times Germany . October 27, 2005, p. 34 .
  80. ↑ New award for strong companies . In: Der Tagesspiegel . October 27, 2005, p. 18 .
  81. ↑ Harald Ehren: The old continent strikes back . In: Financial Times Germany . October 5, 2005, p. 33 .
  82. ↑ Top worldwide with innovations . In: VDI news . November 4, 2005, p. 31 .
  83. ↑ Best of European Business. In: manager-magazin.de. Retrieved September 18, 2019 .
  84. ^ Jeannine Hierländer: Rating agencies under attack
  85. ^ Opposite pole to Fitch, Moody's, S&P . In: Frankfurter Neue Presse . June 25, 2011, p. 2 .
  86. ↑ EU rating agency to stir up US competition . In: Leipziger Volkszeitung . August 27, 2011, p. 6 .
  87. ↑ Merkel urges you to hurry. In: handelsblatt.com. May 10, 2010, accessed September 18, 2019 .
  88. ↑ Merkel criticizes rating agencies . In: Kölner Stadt-Anzeiger . June 20, 2011, p. 5 .
  89. ↑ Rolf Obertreis: Roland Berger against Moody's . In: Der Tagesspiegel . June 25, 2011, p. 15 .
  90. ↑ Grit Beecken, Paul Prandl: Europe goes donate . In: Capital . July 21, 2011, p. 12 .
  91. ↑ Independent evaluators . In: Frankfurter Rundschau . June 25, 2011, p. 22 .
  92. ↑ New attempt for a European rating agency . In: Börsen-Zeitung . June 25, 2011, p. 3 .
  93. ↑ Notes from Frankfurt? In: Darmstädter Echo . June 25, 2011.
  94. ↑ EU rating agency in Frankfurt? In: Frankfurter Neue Presse . June 25, 2011, p. 1 .
  95. ^ Peter Müller, Michael Sauga, Christoph Schult: Luftschloss from Brussels , Der Spiegel , November 7, 2011
  96. ↑ Martin Hock: High hurdles for newcomers in Europe. In: faz.net. January 21, 2015, accessed September 18, 2019 .
  97. ↑ Andrea Cünnen: European Agency: Not more than a project . In: Handelsblatt . July 5, 2011, p. 6 .
  98. ↑ European rating agency is about to be founded. In: welt.de. April 27, 2012, accessed September 18, 2019 .
  99. ↑ European rating agency starts in spring. In: focus.de. January 21, 2012, accessed September 18, 2019 .
  100. ↑ Zhang Danhong, Insa Wrede: European rating agency approaches. In: dw.com. September 17, 2012, accessed September 18, 2019 .
  101. ↑ Götterdämmerung . In: Financial Times Germany . November 23, 2012, p. 31 .
  102. ↑ End of a good idea
  103. ↑ Roland Berger Launches Digital Hub Terra Numerata. In: consultancy.uk. December 22, 2014, accessed September 16, 2019 .
  104. ↑ Terra Numerata . In: Roland Berger (Ed.): Think: Act . COO Insights. 2016, p. 47 (English).
  105. ^ Franz Công Bùi: Visa is focusing more on retailers . In: Börsen-Zeitung . 7 July 2018, p. 2 .
  106. ↑ Our Spaces. In: spielfeld.com. Retrieved September 18, 2019 .
  107. ↑ Initiatives & pro bono work. (No longer available online.) Roland Berger Strategy Consultants, archived from the original on May 2, 2010 ; accessed on September 18, 2019 (English).
  108. ↑ Kirsten Schiekiera: Hidden Talents . In: The world . November 29, 2008, p. 31 .
  109. ↑ In the service of human dignity . In: Der Tagesspiegel . November 25, 2008, p. 11 .
  110. ^ Daniel Goffart: The counselor of Germany AG as a seeker of meaning . In: Handelsblatt . November 26, 2008, p. 4 .
  111. ↑ Dietmar Student: Alone in a foreign country . In: Manager Magazin . December 17, 2010, p. 11 .
  112. ↑ Pierre Schrader: Burda Yukom does Think Act for Berger . In: horizon . December 9, 2004, p. 42 .
  113. ↑ Think: Act Magazine. Roland Berger, accessed on September 18, 2019 (English).
  114. ^ Hannes Reichmann: Prize for "think: act" . In: format . August 5, 2005, p. 60 .
  115. ↑ "think: act" successful again . In: Medianet . July 4, 2006, p. 14 .
  116. ↑ Springer relaunches magazine from management consultancy Roland Berger. In: horizont.net. September 27, 2011, accessed September 18, 2019 .
  117. ^ Catalog of the German National Library. Retrieved September 18, 2019 .
  118. ↑ Consultant contracts: Struck in a tight spot. In: spiegel.de. December 20, 2003, accessed September 18, 2019 .
  119. ↑ Advising the troops hands-free . In: Der Tagesspiegel . December 20, 2003, p. 15 .
  120. ↑ Struck changes the award guidelines for consultancy contracts . In: Financial Times Germany . December 21, 2003.
  121. ^ Gerster again in criticism . In: The daily newspaper . January 17, 2004, p. 8 .
  122. ↑ Alexandra Föderl-Schmid: Roland Berger affords employment office . In: The Standard . January 17, 2004, p. 19 .
  123. ↑ Gerster sees no reason to resign . In: Bonner General-Anzeiger . January 17, 2004, p. 1 .
  124. ↑ Gerster defends contracts with Roland Berger . In: Financial Times Germany . January 16, 2004.
  125. ↑ Extensive on this, Jochen Bittner and Elisabeth Niejahr: The Consultant Republic , Zeit online , February 5, 2004
  126. ↑ Martin-W. Buchenau, Joachim Hofer, Interview with Roland Berger: This is fatal for Germany Der Tagesspiegel , February 22, 2004
    Ralf Nöcker, Interview with Roland Berger: “A campaign that damages the economy” . In: Frankfurter Allgemeine Zeitung . January 22, 2004, p. 11 ( faz.net [accessed February 1, 2018]).
  127. ↑ Holzmann collapses . In: Handelsblatt . March 22, 2002, p. 1 .
  128. ↑ Holzmann finally broke . In: The Standard . March 22, 2002, p. 22 .
  129. ↑ Jörg Eigendorf: “The core of Holzmann can be renovated” . In: The world . November 29, 1999, p. 15 ( welt.de [accessed February 1, 2018]).
  130. ↑ The fireman . In: Der Tagesspiegel . April 19, 2002, p. 3 .
  131. ^ Nicole Huss: Walter Bau collapses . In: Rheinische Post . February 2, 2005.
  132. ^ Criticism of Roland Berger in the Walter Bau case. In: handelsblatt.com. February 4, 2005, accessed September 18, 2019 .
  133. ↑ Walter Bau is split up . In: Der Tagesspiegel . February 4, 2005, p. 19 .
  134. ↑ Wolfgang Zdral: Walter Bau: The last battle . In: Capital . February 3, 2005, p. 42 .
  135. ↑ Thomas Leif : Advising and selling. McKinsey & Co. - the big bluff of management consultants. C. Bertelsmann Verlag, Munich 2006, ISBN 978-3-570-00925-3 .

Coordinates: 48 ° 10 ′ 35 "  N , 11 ° 35 ′ 33.4"  E