Gone are the days of long-term rapid growth. As the world contends with the Covid-19 pandemic, the aerospace & defence industry today is a mixed bag, with some underlying sectors suffering deeply while others stay broadly steady.

Civil aerospace has been hit hard, deeply impacted by airline groundings and aircraft order cancellations. With no clear end to the pandemic yet in site, compounded by a global recession, the civil aerospace sector may not recover for many years to come. However, as has been in the case in previous economic recessions, the defence, space and security sectors remain relatively strong - and companies which are diversified are finding the crisis that much easier to navigate. At the same time, new burgeoning sectors are on the horizon, such as Urban Air Mobility , while the focus on sustainability in civil aerospace continues to rise rapidly.

These trends are forcing OEMs and key technology suppliers to rethink their business and operating models to adapt to the "new normal" , revisit their talent and competence management strategies, review their product portfolio, adjust their global footprint, streamline operations, and make their cost structures more flexible to rapid change.

Our aerospace and defense team serves the civil aerospace, space, defense, and security industries. We advise renowned OEMs and their suppliers, institutions, agencies, governments and investors along the entire value chain – global, strategic and operational solutions from design and production, all the way to service.

We help our clients to not only organise themselves to succeed through crises, but also identify and exploit new sources of growth and efficiency, delivering deep industry expertise and cutting-edge strategic advice as well as sustainable improvements. We also support them in structuring and managing major transformation initiatives, taking full advantage of digital technologies and mindsets.

DEFENCE

Given the ongoing international threat environment, overall defence spending is expected to remain resilient and drastic cuts by major powers are not expected – though growth may be constrained in some nations. Nevertheless, budgetary constraints caused by government spending becoming focused on fighting the Covid-19 pandemic mean that procurement timelines may be pushed out, with defence spending allocations being reprioritised.

At the same time, global defence paradigms are being challenged. In mature markets, relationships and ways of interacting between governmental customers and defence industries are being redefined. Concurrently, emerging markets are striving to establish local defence industries and are mobilizing players from other sectors to enter defence. In addition, technological megatrends such as C4ISR, cyber/electronic warfare, and unmanned air systems are advancing, while large multinational programs such as FCAS are expected to be game changers in technology, triggering a reshaping of the industrial landscape.

We help clients in military aircraft, land, and naval systems across the globe to mastermind and implement necessary transformations by revisiting their strategy, reviewing their organizational setup, honing their sales and marketing approach, improving the cost structures of their products, and optimising their structures to participate in large multinational programs. We also help diversified players to re-structure their corporate strategy as global trends shift, including increasing their focus on defence while civil markets struggle.

With a wide range of both physical and cyber threats posed by terrorism, espionage, and migratory pressure, the security industry has shown strong growth that is set to continue in the years to come. Public safety is a key enabler for economic growth and stability, and is fundamental to quality of life in modern, open societies. Security systems protect military facilities and help safeguard critical infrastructures like power facilities, harbors, shipping lines, banks, R&D facilities, and production sites. It has also become a key issue at the board level in most industrial companies.

Our experts support clients in identifying growth opportunities, and then help them transform these into profitable business. At the same time, we support corporate leaders in reviewing their companies' security architecture and implementing required changes in governance and organization.

Security

Directly linked to aircraft utilisation, the civil aerospace aftermarket has been deeply hurt by Covid-19: as airlines have grounded their fleets en masse and cut MRO spending drastically. As the air transport sector recovers, MRO revenues will too – but this recovery is expected to be slow. Furthermore, this markedly reduced market going forward is expected to support a fewer number of players compared to pre-crisis levels – we are thus expecting to see significant consolidation in the coming years.

Roland Berger assists OEMs and suppliers to address the challenges which are emerging through strategically re-orientating their businesses and improving operational efficiency. We partner with airlines and other operators to reduce maintenance costs, with MRO providers to grow their top-line while optimising their cost base and footprint, and with OEMs to structure the value chain to deliver the greatest value to end customers.

Maintenance and repair (MRO)

Due to its direct dependence on aircraft utilization, COVID-19 hit the aviation industry's commercial maintenance and repair market hard after airlines grounded their fleets en masse and slashed MRO spending. As air traffic recovers, so will MRQ revenues - but this recovery is expected to be very slow. Moreover, compared to the pre-crisis period, this significantly shrunken market is expected to offer space for only a smaller number of players from market participants in the future - we therefore expect a considerable wave of consolidation to roll towards us in the coming years.

Roland Berger helps OEMs and suppliers meet the challenges of strategically realigning their business and improving operational efficiency. We work with airlines and other operators to reduce maintenance costs, with MRO providers to increase their revenue while optimizing their cost base and their environmental footprint, and with OEMs to structure the value chain in a way that provides maximum value to end users.

Decision-makers in the automotive industry are facing unprecedented challenges. Trends such as Mobility, Autonomous driving, Digitalization and Electrification (MADE) are causing fundamental shifts in both technology and business models. Moreover, destabilizing developments in recent years such as "deglobalization", caused by geopolitical tensions, and accelerating climate change are forcing the car industry to reconfigure complex global supply chains and speed up the shift from internal combustion engines (ICEs) to electric powertrains for new cars.

The automotive industry clearly needs to transform. In fact, manufacturers of motor vehicles – especially legacy players – must manage three transformations at the same time.

To help automotive executives navigate these unchartered waters, we have created what we call our Automotive Triple Transformation framework, consisting of three Ps:

Position – Rethink the future: In the wake of geopolitical tensions, MADE challenges, new competition, climate change, and changing customer expectations, what will the future fields of play (markets, segments), value propositions, business portfolio and business models be?

Perform – Realign the now: How can you optimize your current business performance to enable (and finance) your transformation to a new industry value proposition, business portfolio and business model?

Progress – Renew the corporation: How can you future-proof your company by delivering on ambitious sustainability and DEI (diversity, equity, inclusion) targets, while winning the war for talent in the automobile industry?

Position: Rethink the future

The four MADE trends continue to drive disruption in the automotive industry. Before the COVID-19 pandemic, new shared mobility services were growing rapidly, threatening individual passenger vehicle ownership and hence new car sales volumes. For cars designated for shared mobility, even industry-leading OEMs (original equipment manufacturers) saw themselves downgraded to mere device manufacturers.

Understandably, the start of the coronavirus pandemic caused a pause in this development, but the trend is now starting to regain momentum in the industry.

Autonomous driving – self-driving cars – especially at level 4+, threatens to further exacerbate the shared mobility trend with the promise of drastically reduced costs per mile. Digitalization and software have become the new battleground for differentiation in the automotive industry and has carmakers losing ground to tech companies and digital players.

Electrification has also dramatically accelerated over the last year, with cities, states or entire countries announcing sweeping bans on ICE-powered motor vehicles just one or two vehicle generations away, triggering ambitious electrification commitments by almost all legacy automakers. At the same time, new pure-play electric car OEMs and startups have seen staggering increases in their valuation, far surpassing many legacy players in the industry.

The disruption doesn't stop at the motor vehicle manufacturer level, either. Powertrain suppliers also need to identify their future role and shift their business portfolio towards new high-quality automotive sector technologies. And major legacy Tier-1 electronics manufacturers supplying automotive technology to those engaged in vehicle manufacturing have to fend off new tech companies and digital players, while at the same adapting their business models to react to the impact of hardware and software disintegration.

Companies engaged in manufacturing vehicles, from Honda and Subaru to Volvo, and the industry suppliers that provide them with motors, brakes, tires, drive systems, electronic parts, infotainment systems and so on, face an urgent need to rethink their future value proposition, business portfolio, business model, partnerships and investments based on realistic future scenarios for the motor industry.

Perform: Realign the now

The automotive industry recovered surprisingly fast from the initial downturn in vehicle sales caused by COVID-19 – only to hit the next crisis in form of the chip shortage, threatening revenues and profits in the second half of 2021.

The dramatic acceleration in the electrification of motor vehicles is putting pressure on the cashflow needed to fund this transformation of the industry. In the foreseeable future, the margins on electric vehicles (EVs) will not achieve the same levels as those on ICE vehicles.

Consumers expect fresh, unique experiences. The ever-increasing role of digitalization and software requires new approaches, new organizational setups and new investments in innovation and capabilities from automobile manufacturers. At the same time, complex global supply chains are vulnerable to trends such as deglobalization and increasingly frequent natural disasters, ultimately threatening car production. Vehicle manufacturers, whether in Germany, Japan, China or elsewhere in the world, must reconfigure themselves in line with climate change in order to increase their robustness.

Step changes in customer experience, improved efficiency, reduced complexity, lower costs and supply chain robustness are needed in order to boost car sales. In parallel, players in the auto industry must establish new hands-on capabilities and develop new technologies centered on the connected car and on-demand, real-time services. The industry faces a truly Herculean task.

Progress: Renew the corporation

To stay relevant for customers, employees and investors, it is not sufficient anymore for players in the automotive industry to focus on product innovations, revenues and profits. A radical rethink is required, from the assembly line to the dealership, from automaker to automotive technician.

The obvious signs of climate change, growing demands for social justice and rapidly changing expectations regarding work-life balance require a dedicated effort to renew the corporation. Consumers are increasingly weighing up auto manufacturers' commitments to sustainability and ethical standards when making their vehicle purchase decisions. Large institutional investors have started to ban investments in companies in the industry that don't meet stringent ESG standards. And new talent, which is critical to attract to enable the transformation, increasingly factor sustainability, climate action, DEI, purpose and the flexibility of work environment into their long-term employment decisions.

Our well-proven tools

Our teams understand your issues, work side-by-side with your team and offer pragmatic advice and insight. With our representation in 36 countries, including all major chemicals production and consuming regions, we can serve you seamlessly around the world. We can help company management to:

• Develop organic growth strategies based on a true understanding of a firm's capabilities married with a robust view of future industry scenarios

• Execute inorganic growth plans, including target identification, due diligence and post-merger integration

• Get the most out of existing assets via Commercial Excellence, Procurement and Supply Chain management, Capital Project execution, Organizational Design and Effectiveness and Complexity Reduction

• Leverage innovation for competitive advantage, both in traditional chemistry as well as across the rapidly growing field of digitization

We help you better lead your business

We regularly produce insightful analyses aimed at providing chemicals industry management with an outside perspective of best practices and ideas for realizing exceptional value creation.

From analysis to implementation

In our practice group Civil Economics, we work on major challenges we face as a society, and we support our public, private and non-governmental clients in addressing issues such as

• finding answers to demographic changes and an ageing population,
• dealing with migration,
• developing digitalization strategies for states, regions, cities and governmental agencies,
• transforming social security and health systems,
• supporting the reform of labor market policies, and
• making work and family life more compatible.

For governments and the public sector, the challenge is one of continuous development and adaptation to meet public needs. We meet this demand by combining rigorous quantitative and qualitative analysis, intensive stakeholder interaction, and agile implementation support. Thus, we ensure high acceptance and implementability of our concepts and recommendations.

We work in a multi-disciplinary team. Our emphasis is on integrating expertise and experience from consultants with diverse educational backgrounds – such as economics and business administration, natural sciences, the arts, the social sciences and law.

Trend and economic analysis and public policy

We live in a world that is dominated by an increasing speed of change, some of which is drastic and unforeseen. We live in a "VUCA" world which is volatile and uncertain, but also complex and ambiguous. We can observe an increasing speed of change and need for adjustment, and sometimes drastic and unforeseen developments.

Our work on trends, economic analysis and on the support of policy development is based on this perspective and addresses them in particular study designs and in providing scenario analysis for complex situations

Social change and modernization strategies

New trends (e.g. demographic changes) require the adaptation of established systems and strategies to guarantee their sustainability. Therefore, governments and institutions are amending, renewing and revising their policies and processes. Roland Berger supports decision makers in reaching accurate analyses of current standpoints, and to develop strategies when it comes to agenda setting, fact based communication and effectively reaching specific target groups to initiate change.

Our experience has been won over many years through the successful implementation, evaluation and communication of important political reform projects. We are expert advisors and companions for your projects.

Migration and refugees

According to the UNHCR, more than 65 million people were forcibly displaced in 2015. In Europe, unprecedented numbers of refugees have arrived since the beginning of 2015, seeking safety and protection. Long before the current refugee crises, Roland Berger paid attention to the subject of migration and supported various government led integration initiatives.

Our expertise and knowledge has assisted European nations in successful policy making and effective governance. This includes timely processes, and daily efforts to clarify the government's viewpoint. For integration to be successful long-term, we believe in a holistic approach across all levels of government, industry and community.

Digitization and smart networks

Information and communication technologies are penetrating private and professional lives to an ever larger extent – and the public and NGO sectors need to adjust to this development.

Government bodies need to react in two ways: firstly in devising strategies on how to shape digitization from a national and regional perspective down to the city and community level. Secondly, in making sure that government institutions undergo necessary digital transformation.

We support our clients in both approaches: We help to shape and implement national and regional digitization strategies, for example with the "Smart networks approach" focusing on the digitization of key sectors such as education, healthcare, energy, transport, and public administration, or by developing adequate "Smart city" strategies. And we support government agencies in creating awareness for digital changes, in designing digitization approaches and in the implementation of digital solutions.

Strategic and organizational transformation

The public sector is constantly rewriting the book when it comes to new processes and tasks, i.e. the complex reorganization of unemployment benefits, and novel governance for the integration of migrants.

Here, our clients benefit from our decades of experience in the realization of large strategic and organizational transformation projects. We support our clients through the various phases of important reform projects. On the journey from strategic restructuring, through to the planning of organizational processes, as well as practical implementation, we are the right contact to have by your side through all phases of your project.

Stakeholder management

Early action guarantees the success of large projects, in-depth strategies and organizational restructuring. All too often, this action is undertaken when it is too late. Countless projects fail, or exceed budgets and time frames because the relevant interest groups are not engaged with early enough. This applies to big projects, as well as organizational restructuring: creative solutions that work.

Strategies for NGOs and foundations

The significance of non-governmental organizations, particularly charities, is growing. Large international foundations are becoming increasing involved in the public sector, where they assume responsibility and provide impetus for change. Here, the question of accountability arises.

We support non-governmental organizations and charities in negotiating their new roles. Together, we develop strategies for identifying topics and internal streamlining. We also support the development and implementation of new areas of activity.

Our many years of experience in the public sector have seen us support governments, local authorities and private sector organizations in the European Union and across the world. You will benefit from our networks and experience, as well as our expertise in the implementation of political programs and organizational transformation projects.

Construction Startup Radar

We expect startups to be a significant driver of the digital disruption. We understand their perspective. Our Construction Startup Radar provides a comprehensive overview of an industry in the midst of transformation.

Construction Materials and Supply

If producing or supplying construction materials is your business, you know that remaining profitable has become more challenging than ever before. Technological advancements on the development of new building materials and manufacturing processes have resulted in increasingly fierce competition amongst existing and well established market leaders.

We support our clients by enabling them to become technological leaders that create the construction materials of tomorrow and possess innovative, potentially disruptive business models. In addition, we don’t just look at the product itself, but also at the way it is sourced, assembled, and produced: an intelligent and interconnected production process—Industry 4.0—is key to our consulting approach. Our strong ties to renowned experts from the market, industry associations, universities, and financial institutions guarantee that our clients will be able to implement innovative, yet feasible solutions.

Retail/Builders Merchants and DIY Market for Construction

Customer preferences and global supply chains are shifting. The set-up of effective buying centers, as well as the smart integration of inbound purchasing and outbound sales processes, is crucial for survival to many retail and DIY construction companies.

Our consulting approach is based on two basic principles: know your customer and optimize your cost structure. By following this approach, we have gathered valuable project experience in strengthening online-based sales channels and increasing marketing efficiency as well as reducing working capital, optimizing purchasing processes, and managing supply chains and logistics.

Construction and Civil Engineering

Traditional growth opportunities for companies in the construction and civil engineering segment have largely vanished. Today, mastering cost and time efficiency at the building site has become the first priority. In addition, market leaders are seeking to expand their business by investing in M&A activities and bundling shared resources across their often decentralized and scattered organizations.

At Roland Berger, we equip our clients with the ideas and tools they need to sustain their market position within this changing environment. Be it through our expertise in developing digitally connected building sites, integrating Building Information Modeling (BIM) into the planning process, undertaking a buy-side or vendor due diligence and consolidating business units during a post-merger integration phase, or setting up Shared Service Centers, consider us a reliable partner in identifying new growth opportunities.

Construction Machinery and Automation

Whereas previously the market for construction machinery was not especially influenced by external trends, the effects of digitization and automation are now changing the entire industry. When it comes to construction, machines are required to communicate and interact with other machines and to integrate seamlessly into a fully automated value creation process.

We support our clients in taking profits from this transformation process. At Roland Berger, our cross-industry expertise in the field of digitization enables us to integrate best practices for automation into the context of construction. We understand that the building site of tomorrow will also rely on flying drones and 3D-printers.

Real Estate and Facility Management

Reaching capital and cost efficiency are the main goals when it comes to real estate management and facility services. Faced with highly saturated markets in many countries, realizing economics of scale and efficiency gains are on the top of every CEO's agenda.

At Roland Berger, we are equipped with the necessary toolkit to help you reach your financial goals. Our renowned expertise and broad experience encompass both undertaking performance improvements and restructuring projects, making us an ideal partner when it comes to securing business.

Multi-channel shopping and communication

The consumer goods and retail markets are facing unprecedented disruptions. Consumers are more demanding and less predictable than ever before, and success today means engaging your customers across every channel—and at all touchpoints. For these reasons, superior consumer understanding and thought leadership are at the heart of our consulting model.

Within our Competence Center we serve clients in the retail industry across all sectors, including food, fashion, DIY or e-commerce as well as in the fast moving consumer goods, consumer durables, food ingredients, flavors and fragrances industries, and the agriculture business. It’s time for new strategies and new business models.

Consumers want to be recognized as individuals, enjoy a multi-channel shopping and communication experience, and expect it all in a convenient environment. However, they also demand value and special offers—the same person who shops at a discount supermarket in the afternoon may dine at a premium restaurant that very same night, just as a no-name shirt may be accessorized with high-end luxury items. This complexity is just one side of the story for companies operating in today’s rapidly changing environment.

From product portfolios to supply chain operations, each and every aspect of retail requires a facelift—if not a fundamental realignment—in order to exploit new market opportunities and adjust to 21st century realities. Our team has an international footprint as well as local expertise. We are focused on market-driven, rule-breaking strategies that work, and we’ve already implemented them for top international players. With exhaustive insights into every relevant industry topic, we can help you develop leading edge solutions tailor-made to your company’s needs. Are you with us?

Retail

Today’s retailers have significant questions they are looking for answers to. How can you best address customers along various touchpoints and different channels? How can you build a superior understanding of your customer’s desires? What is the most effective way to ensure profitability, or integrate digital innovations? Can a cooperation secure attractive and competitive purchase prices? And perhaps most importantly for industry players world-wide, how can you grow and remain competitive in an international market while still keeping the personalized customer contact that today’s consumers demand?

Specific questions must be answered with equally concrete actions. Our global retail team has advised leading international retailers on a multitude of projects, and we possess an in-depth understanding of all topics relevant to the industry. We know how to address category management and purchasing issues, digitization concerns, or changes in marketing strategy as well as how to optimize your customer relationship management processes. Working with your company, we can offer a tailor-made path to achieve—and maintain—real staying power in this ever-changing market environment.

Agribusiness & Food Ingredients

A shrinking land base, stricter regulations, declining spending power among farmers, and sinking retail prices are among a number of long-term industry trends pushing the agricultural sector towards more sustainable practices. This leaves industry players grappling with issues of efficiency, research and development, a sustainable and secure supply, value chain restructuring, energy utilization, and the impact of both digitization and automation. Does your company have the right strategy to survive this demanding environment?

Global leaders in the ingredients, flavor and fragrance industries are at a critical turning point. On one hand, consumers and regulatory bodies are keeping an eye on health, safety, and sustainability standards. On the other, growing markets in emerging economies demand higher production volumes at an even faster pace. What's more: this all occurring within an unpredictable market driven by increasing innovation and shorter product life-cycles. The following question now faces the industry: how can suppliers comply with health regulations, while still maintaining product quality and a competitive edge?

Whatever your role is in the agribusiness or flavor and fragrance value chain – be it producer, processer, or trader – there is one thing you can be sure of: there are exciting times ahead. Here at Roland Berger, we have an extensive track record in the Agribusiness & Food Ingredients industry. We understand the complexities of the new challenges facing companies, and leading players in the both sectors have benefited from our tried-and-true, hands-on approach. Specifically, we deliver results in challenges ranging from strategy development to performance improvement, to restructuring and the transformation of agricultural cooperatives.

Having worked on strategic projects for several leading companies, we have drawn insights from the following regional markets: agribusiness, local ingredients, foods and consumer goods teams in Europe, North America, China, and India. Whether next-level innovation, value chain restructuring, portfolio alignment, growth, or complexity management, we can find a customized strategy to help you reach your goals. We can support you grow your ideas into rewarding accomplishments.

In summary, we support key players in the global agribusiness industry. Moreover, we carry out projects in all functional areas and agribusiness sectors. We are thought leaders, offering proven tools and solutions. In turn, we provide operational excellence for end-to-end value chain solutions. Our priority: deliver top quality and tailor made project results for our clients.

Consulting Services

#1 Decarbonizing the energy value chain

Oil and gas companies, utilities, investors, energy merchants and policymakers around the world are making bold commitments to decarbonization. But can they deliver on their promises in their day-to-day work? At Roland Berger, our energy consulting specialists help top management rise to the strategy challenges posed by climate change and position themselves for a post-carbon era. We help you understand the opportunities, build sustainable advantage and turn your commitments into reality.

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#2 Finding gold in green

In recent years, we have seen a dramatic rise in the valuation of businesses offering renewable generation, energy storage, electric mobility and green hydrogen. This trend continues today. It is driven by factors such as growing policy and popular commitment to decarbonization, abundant and cheap capital, and maturing technologies and markets. Our energy management experts help investors understand the real value – and real costs – of specific investments and the implications for asset portfolios. Should they take on more risk to achieve target returns? Which sectors and technologies are currently undervalued? And what are the regulatory, technological and commercial risks? We also offer services such as commercial and technical due diligence, support during negotiations and assisting post-merger integration.

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#3 Moving towards a circular economy

Closed resource cycles protect the environment and create financial value. However, properly organizing water, waste and recycling processes remains a huge challenge in many countries. For the oil and gas sector, moving towards a sustainable and circular economy means actions such as reducing GHG emissions from well to burner tip and redesigning processing and refining processes to minimize waste. Even in "clean energy" sectors such as photovoltaics and electric mobility, product design and business models need to focus increasingly on asset re-use and recovery. We offer a wide range of consulting services in the area of the circular economy and sustainability. They range from designing ESG strategies and efficiency programs for operators and carrying out portfolio screening and investment diligences for investors to reviewing energy savings in areas such as billing, supply contracts and energy use.

#4 Rethinking energy infrastructure and markets

Radical changes are taking place in energy infrastructure, from new transcontinental gas projects and the transmission of offshore and onshore renewables to the increased electrification of transportation and expansion of microgrids. These developments are accompanied by changes in market design. Players are finding themselves forced to rethink how they manage risk and price their products. Our market knowledge and expertise in orchestrating major capital projects helps our clients around the world build infrastructure, deal with regulation, procurement, construction and maintenance, and develop effective pricing and commercial strategies.

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#5 Advanced analytics and the power of data

B2B and B2C front-to-back office automation, machine-learning for load forecasting, DER project screening and configuration, preventive maintenance... The list of areas where data analytics can generate value appears to be endless. But doing so requires deep expertise in Advanced Analytics. Our hands-on experience dealing with the underlying business challenges and context, our rich set of digital tools and technology partners, and our years of experience in change management projects and strategy can help clients close the gap between expectations and reality.

Top-end management consulting

Retail Banking and Consumer Finance

Payments

Corporate Banking, Commercial Real Estate Finance and Captive Finance

Asset Management, Wealth Management and Capital Markets

Development Banking and Central Banking

Insurance

Demand for top-end management consulting in financial services is strong. The industry is facing unprecedented challenges: uncertain markets, regulatory pressure, increasing competition, ground-breaking innovations and diminishing margins. New technologies and startups are developing innovative products and channels, challenging established and traditional players, both in B2B and B2C. Financial customers of today are increasingly sensitive to cost, yet unwilling to compromise on quality. The question is, what do you do about it?

Are you looking for solutions to your challenges? At Roland Berger, we are continuously developing unique and proprietary solutions which can be applied in various fields of the FS industry. Through our solutions, we enable our clients to significantly improve their position and drive change within their industry.

Accompanied by strong sector expertise and building on the vast thought leadership we have developed in the field, we complement our offering through our open architecture model, in which carefully selected former senior executives form an integral part of the core partnership and leadership groups, thus supporting our client service teams from end-to-end.

Offering honest, straightforward guidance through an increasingly complex regulatory environment and competitive landscape, we not only contribute to a superior shareholder return but are also committed to taking a broader stakeholder perspective by enabling sustainable growth. We can help you rethink your strategies and incorporate new technologies into your business models. Outstanding know-how in restructuring and efficiency is in our DNA. Do not wait for the future to happen. Let us show you ways to shape your own sustainable future.

Cut through your competition

In one of the most competitive industries on the planet, you need to stay sharp. We can show you exactly how to cut through your competition.

In light of industry 4.0 and advancements in digitization, automation, and the development of new eco-friendly technologies, the engineered products and high tech sectors are surging forward. Additive manufacturing, for example, is a maturing technology and the industry is now preparing to install large printing capacities. For companies that can adapt quickly, revolutions like this are a chance to claim technology leadership. It also represents a huge opportunity to reclaim ground that’s been lost to emerging regions. How can you align your strategy to turn these developments into long-term profit and growth?

Roland Berger offers comprehensive advice that combines industry and technical expertise from a worldwide network of experts and consultants. We’ve worked on a multitude of international projects and can provide you with the assistance you need to capitalize on emerging opportunities and create long-term value for your company, from top-management consulting and strategy development, to operational performance enhancement.

Infrastructure is your backbone

Strategic infrastructure is the backbone of modern societies, and this means that significant investment in energy, transport, utilities, and ICT will be required around the globe in coming years. These projects, however, are marked by increasing complexity in an ever more volatile world. Our experts support both public and private clients in planning, financing, delivering, and operating infrastructure more efficiently, helping them save billions on these necessary projects.

Successful execution of large infrastructure projects requires breaking new ground in planning, financing, construction, and management. Together with our clients, our highly experienced teams develop tailor-made solutions along the entire infrastructure lifecycle. Our integrated approach covers all disciplines: commercial, technical, regulatory, environmental, and stakeholder-related issues. We offer specialized services for each phase of the project lifecycle based on our expertise with large infrastructure projects around the world.

Project Incubation

Elevating project ideas from a rough conceptual outline to an investable proposal is the foundation of every successful infrastructure venture. However, many projects get stuck in the early planning phase and fail to take the decisive step from idea to concrete planning and financing solutions.

We support our clients in growing projects from an idea into investment decisions, covering commercial, political, technical, environmental, social, as well as legal and regulatory dimensions. As a result, we provide a commercially viable business case and a customized commercial structure that aligns stakeholder interests. This enables our clients to swiftly take the project forward to successful implementation.

De-Risking

Most infrastructure projects face political, commercial, regulatory, technical, and environmental risks that fundamentally endanger project implementation and pose significant hurdles to financing.

We support our clients in analyzing and mapping the risks inherent to their infrastructure projects. Based on the results, we craft a tailor-made de-risking architecture, set up an implementation plan, and support negotiations with project partners. We always take an integrated approach that covers all risk dimensions.

Project Set-Up

Many infrastructure projects around the world end up behind schedule and over budget. This is often due to structural weaknesses in project organization, inappropriate governance and flawed planning.

We support our clients in getting it right from the start. This requires strong sector experience and an in-depth understanding of the project's stakeholder environment. We help our clients set up a fit-for-purpose project organization in order to both strategically govern their project from the start, and to keep it on track throughout implementation.

Turnaround

Large infrastructure projects are highly complex and vulnerable to crisis situations, including large budget overshoots and delays. These kind of developments can cause projects to derail financially and endanger the reputation of project owners.

Our experienced team sets up a crisis Project Management Office (PMO) to stabilize a project in distress. We bring together experts from different fields to swiftly address all bottlenecks. To keep a tight grip on implementation, we set up an integrated project plan and manage day-to-day implementation hands-on. By taking a holistic view and driving for pragmatic solutions, the PMO rapidly puts the project back on track.

Regulatory Change

Legal and regulatory frameworks are crucial for the commercial success of an infrastructure project. However, these can change during the project’s lifecycle, creating risks as well as opportunities for infrastructure investors and operators.

We support our clients in effectively preparing or adapting their infrastructure projects for the challenges and opportunities of regulatory change. We start by assessing the robustness of business cases using scenario planning and sensitivity analysis, then develop flexible strategies for coping with shifts in regulatory conditions. Our team helps clients to actively manage stakeholder coalitions and shape the regulatory environment to seize opportunities arising from regulatory change.

Asset Productivity

Existing infrastructure operations often do not yield sufficient revenues or free cash for reinvestment. Operations are often inefficient and leave opportunities for value creation untapped.

For integrated infrastructures such as airports, seaports, or industrial sites, we identify new opportunities to optimize the way they operate and do business. We cut through the complexity of integrated operations and create transparency on different sub-businesses and their underlying business models. We help clients understand the potential for value creation in their portfolio and optimize each business activity accordingly. This approach boosts revenues and efficiency, freeing up equity for new investments.

In a world where healthcare is the most indispensable industry of all, Roland Berger advises companies that care about our health.

Healthcare companies are facing a changing environment: new, disruptive technologies are entering the market, new levels of treatment individualization are being achieved by means of stratified medicine, digital technologies allow the creation of new opportunities to demonstrate the practical effects of pharmaceutical treatment methods and medical technology companies are being challenged by increased regulatory and market access requirements. At the same time, manufacturers and suppliers are under great cost pressure. Digitization enables health insurance companies to take advantage of new opportunities to design care pathways and strengthen their customer relationships.

At Roland Berger, we help navigate the industry through these problems and move it forward. We focus on innovative market strategies and international expansion as well as careful management of the supply chain and production sites, enabling the transition to individualized medical care with the patient at the center.

Pharma

Management & Organizational processes

Customer-oriented and lean processes are the key to future growth and yet, many companies operate on a country-specific basis with little external benchmarking or independent supervision.

Roland Berger works with your company to develop suitable commercial operating models that standardize processes for all key levers and functions. These include segmentation and value proposition development, execution quality, organization and internal collaboration, KPI, people and performance. Through our experience with clients from around the world, we have a proven assessment approach and understand how individual strengths and weaknesses can be effectively leveraged. We are ready to apply our long years of experience also for your company.

Competition between the various pharmaceutical segments is increasing, with greater pressure on profit margins. Consisting of the process steps "procure - make - deliver - plan", the "integrated supply chain" has become the focus; an area in which Roland Berger has a long track record of successful projects in the pharmaceutical industry. We can combine this concept with best practices from other step-by-step industries to strengthen your position.

Research & Development

Developing a new drug is expensive and regulations are strict – circumstances that put great pressure on R&D. New technologies and players are constantly emerging. Innovation processes have changed. To plan a successful R&D strategy, it is therefore not enough to know what the market currently demands. Imagination and lateral thinking about how the market will develop are just as important. What will drive the pharmaceutical industry in 20 or 30 years? When so much of your investment is tied up in R&D, your company cannot afford to make misjudgments about the future.

We have decades of experience in the pharmaceutical industry. It is true that the past cannot provide reliable guidance for the future. But this experience has equipped us with important analytical skills. We have seen trends come and go and observed how products become successful or fail. We have studied in detail how management strategies work and understand why they sometimes do not work. If you work with us, we can put this knowledge to work for you.

Healthcare and Hospitals

The landscape of service providers in the health care sector is subject to increasing dynamics, especially considering the constantly changing regulation. Market conditions for healthcare providers are generally considered favorable. The healthcare market is growing steadily due to increasing patient numbers and higher per-patient expenses. But in many countries, we have been seeing sustained economic pressure on hospitals and a high investment backlog for years. This economic and financial pressure is further intensified by increasing outpatient care and a multimorbid patient structure. This patient structure also affects nursing home operators, who must ensure the care of people in need of nursing care while being challenged by staff shortages and increasingly strict minimum legal requirements.

Roland Berger has many years of experience in healthcare consulting to help your company navigate through this complex landscape. We offer a comprehensive range of services and support you in various areas.

Novel scenarios

If you're in the business of moving goods and people around the world, you’re facing pressure on several fronts. In response, we offer a twofold approach to your challenges: Nine topical solutions on the one hand, and industry specific know-how on the other.

This is an exciting time for the transportation industry. Globalization and trade are increasing, and novel mobility scenarios are evolving from new technologies and market entrants. At the same time, a growing focus on sustainability and environmental impact has placed new restrictions on how transportation players operate.

At Roland Berger, we understand that these fundamental changes have left numerous firms on shaky ground. Many are unsure how to balance short-term demands with long-term strategy. We help our customers to navigate complexity in the transportation industry. Our projects cover the entire value chain and each phase of the corporate life cycle — transformation, growth, and performance — as well as placing a special focus on digitalization. Our expertise covers the full range of mobility and logistics industries. We are a global team consulting the world's leading companies in the fields of airlines, airports, rail, public transport, urban mobility, shipping, ports, logistics, postal, travel and tourism.

Topical trends

1. Commercial Strategy and Steering

Companies are facing complex challenges in profitably growing their topline. Brands need to deliver outstanding value in order to keep customers engaged. Ways of reaching customers are increasingly facetted and driven by a growing network of distribution partnerships. As a result, marketing costs are increasingly variable and dependent on a broad set of parameters. On top of this, demand is volatile and technology drives disruption of business models and the rise of new competitors.

We support companies in spotting commercial opportunities and managing risk in turbulent markets. Our solutions include tools for digital yield management, specifically considering variable cost of marketing, heuristics for dealing with uncertainty, and frameworks to evaluate and implement strategic partnerships. Most companies are stretched between transforming their business models while still delivering their targets for daily trading. Here, we have a definitive answer: A pragmatic and hands on approach, supported by smart analytics.

2. Customer Experience

Airlines, airports, railway and postal operators and mobility providers all interact directly with their customers at physical touch points. Logistics and container shipping companies interact with their B2B customers via booking hotlines or tracking apps. They have to deal with commoditization and high transparency, while customer interaction is a key feature to differentiate products and services.

We have witnessed the transportation industry moving from "customer ownership" to the wider concept of "customer experience". How much value can a new service or product offer, and how can customer interaction be used to improve service as a product? We at Roland Berger are aware of how much the success of this concept is based on customer data - data that needs to be collected along the whole customer journey. We help to turn big data into smart data.

3. Sectorial reform

Many sectors in the transportation industry are subject to regulatory changes and liberalization. Disruption from new entrants, who reshape the business by introducing new business models or value propositions to their customers, is also a sign of the times. As a consequence, incumbents, in particular, are faced with a unique triple challenge: Increase efficiency, while at the same time make their offer more attractive and identify new markets to compensate for the loss of domestic market shares.

We study the impact of change, deal with communication and stakeholder management, and support our clients when it comes to reshaping their industry. We provide full support for companies when it comes to the execution of the corresponding strategic initiatives and programs.

4. Mobility and Urban Logistics

New mobility and urban logistics business models are changing our cities as we know them. With the help of new innovations, you are now able to pick up a car anywhere in many cities and drop it off at your destination. But this is only just the beginning, autonomous technology is closer than many realize. The real revolution is yet to come.

We are working extensively on the most innovative and strategic projects in the industry concerning mobility, autonomous vehicles and logistics concepts. We help our clients to build customer-centric solutions that put them on the map of new mobility and urban logistics.

5. Robotization and Autonomous Vehicles

The mass arrival of robots is no longer a question. But how soon will it happen? And how do we best prepare for it? Robotic solutions have developed at a great pace since the giants of the internet made them the spearhead of their expansion plans. Robotization differs from mechanization (or automation), as it provides a flexible and reconfigurable solution which can be integrated seamlessly into existing infrastructures with human operators.

We support our clients to manage a smart transition to robotization. We encourage logisticians of all industries to revamp their business models on the basis of this new reality.

6. Industrial Asset Management

Industrial assets remain a key element in transportation markets. The challenges are classical, including in particular financing, maintenance and optimization of utilization. However, it is critical for companies to apply new technologies and adjust partnership models to stay ahead.

We support our clients in making sure their assets translate into a competitive edge advantage in turbulent transportation markets.

7. Living digitalization

Arguing about the impact of digitalization is as necessary as bringing sand to the beach. Whereas start-ups are developing new business models free of legacy restrictions, established players both want and should leverage given capabilities and competences to deploy solutions that make a difference.

We support our clients throughout the entire transformation by formulating a digital vision and corresponding value proposition. Thereby, we bridge the gaps between the traditional and digital business world.

8. Performance enhancement

In the current competitive business environment, every mature company has been undergoing performance enhancement initiatives. Given the dynamics of our markets, striving for more efficiency is a permanent task.

To align initiatives to corporate targets, mobilize troops and ensure that the effects can be measures on the profit and loss statement, we support our clients on all relevant issues, i.e. short-term revenue growth, comprehensive cost-savings, re-alignment of investment programs, structural changes, and communication and overall program management.

9. Pre and Post Merger Integration

There are several main drivers of the transportation industry. These include the need to specialize, ambitious efficiency goals, consolidation and merging to extend both reach and scope. These are the consequences of globalization and sector reforms, often triggered by redundant capacity.

We support our clients throughout the entire merger process, by delivering pre-merger studies and due diligences, negotiation support on deal making and on the merger integration itself. Throughout the process we partner case-specifically with lawyers, M&A firms, communication agencies and other experts.

Are we really still talking about digital? Companies have been working on digital for years now, making tweaks to their systems and adding new programs on top of their existing IT core. Yet, the resulting complexity limits their ability to create truly digital products and services and to build the perfect customer journey across all touchpoints. What companies need is to regain their strategic freedom to move on to the next level of digital transformation.

At Roland Berger N3XT, our mission is to support you along that journey, transforming your core business processes, driving digitalization in your organization and molding IT and digital into a single powerful innovation engine. We act as your sparring partner for inspiration and your digital architect for growth.

We join digital vision and IT in one offer

Roland Berger N3XT brings together expertise from various disciplines to combine digital vision and IT in one offer. We review, challenge and where necessary redirect your innovation and customer focus so that you can get true value from your initiatives. We bring fresh and creative ideas to help you achieve sustainable and radical change and create real impact for your existing and future business models.

Digital transformation and value creation consulting

#1 Agile transformation

Many organizations set out on their agile journey full of energy and enthusiasm. But they find their path blocked by internal hurdles – from resistance or a lack of motivation, to uncoordinated or even conflicting initiatives. Very often, individuals within the organization get stuck somewhere along the transition process. To overcome these barriers and achieve successful transformation, companies need to ensure both a cultural change in the organization and a fundamental shift of mindset among its members. Roland Berger N3XT has developed a comprehensive approach to helping them do just that, drawing on the latest research in psychology and neuroscience. We structure our proposed actions around the different phases of agile, applying a broad set of tools and "interventions" to help create, implement, measure and sustain agile transformation.

#2 Transforming the digital core

For many companies, their digital core is something of a liability. After decades of swift digital transformation and changing structures, they have reached a dead end, their legacy systems limiting their strategic freedom rather than enabling them to thrive. Yet, having a strong digital core has far-reaching impact on a company's current and future business landscape. It supports the organization from within and creates the basis for greater flexibility and a sharper focus on user and customer experience and behavior. Roland Berger has developed a tailored transformation framework and methodology that helps companies transform their digital core, exploiting the optimization potential to the maximum and giving the company back its strategic freedom.

#3 The Roland Berger Branch Optimizer ™

The banking industry is undergoing a fundamental transformation, driven by factors such as challenging market conditions, expanded digital offerings, changing client behavior and declining profitability. In response to these challenges, the industry is pursuing innovation in every area possible. The efficiency of branch networks plays a central role in this transformation, both as a significant fixed cost element and as a core part of any multi-channel strategy. The Roland Berger Branch Optimizer ™ is a proven and powerful tool that allows the holistic and data-driven definition of an optimal target branch network. At its core is a dynamic optimization algorithm that considers a broad set of internal and external data. It generates a range of value-adding outputs, such as branch performance transparency, cost-saving and churn-reduction potential, an optimized target branch network size and mix of branch formats, and detailed recommendations per branch. The results are summarized in a management presentation and displayed via an intuitive, interactive web application. (Edited)

Often, we find that we need to break down silos and bring perspectives together

In an ideal world, enterprises should be able to decide freely on their digital strategy and then build their organizational setup, IT capabilities, processes and solution landscapes around it. But years of a "digital-versus-IT" mentality has left little room to maneuver. The good news is that by taking the right steps, companies can draw deep advantage from a more considered, grounded and balanced approach – an approach that combines IT and digital, straddling current business needs, innovation and user-centricity. Almost as side effect, digital and IT can then begin to create true value within the organization.

Successful transactions are a core component of entrepreneurial value creation. For this reason, Roland Berger has long had its own competence area for company sales, mergers, and takeovers including related investment banking issues such as financing and capital structure consulting. The consulting services that we offer our clients within this context are based on extensive experience from well over 250 complex, often transnational M&A projects over the last 10 years.

Our specialized Roland Berger partners and consultants help companies worldwide to understand the essence of value creation through transactions and thereby make better investment and portfolio decisions. This makes us a leading consultancy for all issues relating to the company sales and acquisitions side of the M&A spectrum, from the in-depth company valuation to the preparation of an offer (offering) and contract conclusion (signing) all the way to the closing of the transaction, including associated financing issues (financial advisory) and, if necessary, the repayment of non-performing loans (debt advisory). We support family businesses with their sale in succession situations, advise private equity investors or family offices on the sale of portfolio companies, and lend our support to industrial concerns when it comes to the splitting off of subsidiaries and business divisions (carve-outs). We support the sales and acquisitions of financially healthy companies (sunshine deals) as well as those in crisis and special situations (distressed M&A).

Solution:

Valuation

Determination of a final valuation range by means of various valuation methods – such as the discounted cash flow process – as well as comparison with publicly trades companies and similar transactions; sensitivity analyses

Financial and debt advisory

Evaluation of the ability to service debts, taking liquidity and capital structure into account; optimization of the capital costs and identification of refinancing levers incl. evaluation of alternative sources; coordination of financing partners

Company sale

Preparation of the transaction through analysis of the company's situation; selection and addressing of potential bidders; development of a persuasive equity story; negotiations of indicative and binding offers; contract conclusion (signing) and closing of the transaction

Company acquisition

Definition of the due diligence requirements with regard to the processes, systems, and schedule; search for takeover targets; contacting of takeover targets; comprehensive valuation; support in the negotiation of the contracts of purchase in collaboration with lawyers; signing and closing; post-merger integration

Distressed M&A

Utilization of strategic, operational, and financial restructuring levers for the development of an independent turnaround business case; support from trustees, administrators, and restructuring lawyers; intensive exchange with all groups of creditors, fire sales to international investors in distressed companies and strategic buyers

Never has the world in which businesses operate been changing as rapidly as it is today. Structural shifts in global markets, geopolitical instability, growing resource scarcity, fragile supply chains and sustainability issues are shaping the business landscape. At the same time, we are witnessing technological disruptions from artificial intelligence, blockchain and the Internet of Things that are massively changing established ways of life and business.

Companies have to find answers to all of these challenges – from high-level strategy to the most granular details of how they operate. Operations is not an end in itself – quite the opposite, operations is the backbone of any successful enterprise. It is the engine room where day by day decisions are made and remade about how future proof the company's business models are. Without efficient operations there can be no innovations, no R&D and no products. Operational efficiency and effectiveness have long been among the most decisive factors in competitive success and their importance will only continue to grow.

But how can we prepare for a future that we can hardly describe, let alone reliably plan? For a volatile, uncertain, complex and ambiguous – or VUCA – world? How can companies become agile without sacrificing their strength? And how can they train their operations to be fit for an unclear future?

Roland Berger's answer to this comprehensive challenge is #OPERA 2030, a consulting model within which we have synthesized the guiding principles for robust and future-proof operations. Incorporating five key perspectives on operational processes and the strategy behind them, #OPERA helps our clients remain agile, adaptive and resilient even under challenging conditions.

O-pen up operations: Opening up the operations chain

P-erfect your value chain: Optimizing the value chain

E-mbrace digital: Embrace digital transformation

R-eorchestrate value generation: Realigning the value chain

A-ccelerate the learning game: Acceleration of learning processes