Professor, Author, Speaker.
I am a professor of strategic management at Warwick Business School. For the past decade, I devoted my energy to the investigation of long-living corporations – how they grow, adapt, and consistently beat their competitors. I shared my ideas with executives and students across the globe as well as through articles and interviews for CNN, BBC, Al Jazeera, the Harvard Business Review, Sloan Management Review, New York Times, Wall Street Journal, Financial Times, Bloomberg Business Week, Fast Company, and a Blog on Forbes. My book "Enduring Success: What We Can Learn from the History of Outstanding Corporations" is the first one with a non-U.S. perspective on long-range success. Thinkers50 – the premier ranking of the most influential living management thinkers in the world – listed me as a future thinker in 2013.
Few companies succeed for 100 years. This is a story about some that did.
"Christian analysis of business history is a source of inspiration for the future." —Jeroen van der Veer, former CEO of Shell
"Christian has a great skill for blending extensive empirical research with interesting case examples and coming out in the end with practical ideas." —Chris Zook, author of Profit from the Core
My research examines how organizations can achieve sustainable competitive advantage. As a strategy scholar I am particularly interested in questions related to diversification, capabilities, and innovation. I also write for a managerial audience. This is based on my academic work.
3 Things Driving Entrepreneurial Growth in Africa (with Klingebiel R) Harvard Business Review (2017)
I teach strategy, innovation, and occasionally leadership. Warwick Business School's Executive MBA (where I teach the core strategy course) is currently ranked Nr. 2 in the UK (19th in the world). I am also the Assistant Dean for our new DBA (a doctorate for senior managers). Some of the guest speakers in my class:
On my YouTube Channel you can find a series of short videos, covering core strategy topics. Here are two examples:
Resources determine which strategic choices are suitable for your company.
It is impossible to predict the future but scenario planning allows you to consider alternative developments when you set your strategy.
I passionately belief in the power of ideas. In my keynote speeches I typically tell stories to capture the imagination of the audience and then draw broader lessons from them. I cover strategy and leadership and focus on how companies can succeed in the long run (related to my book Enduring Success). For speaking engagements, please contact Cosimo Turroturro, Director Speakers Associates Ltd., Email: email@example.com Tel: +44 (0)1628 636 600
This is the story of some of the world's most enduring companies. Their approach:
Read more in the Harvard Business Review.
I have been quoted by more than 5,000 media outlets, typically on strategy questions such as the implication of Brexit and Trump's election for business, Shell's acquisition of BG, or Volkswagen's emission scandal.
For media inquiries, please contact Ashley Potter, Warwick Business School, Press and PR Executive,
Email: Ashley.Potter@wbs.ac.uk, Tel: +44 24 765 73967
I write a blog for Forbes and occasionally for other outlets such as The Conversation.
You can't turn a large company into a unicorn (i.e. successful start-ups valued at $1 billion or more), but you can learn four lessons from them: disdain for bureaucracy, obsession with products and customers, focus on the core spiced up with a little bit diversification, and a combination of long-term orientation and tight budgets
Great bosses are different. They adapt the job or organization to fit the talent. They find unlikely winners and they look after their subordinates in a similar manners as master craftsmen look after their apprentices. Those who succeed help people to achieve their full potential. At the same time they help their company to out-compete its rivals.
Conglomerates have been out of fashion for 30 years. But some thrive in recent years. They have a clear strategy, often face extreme risk, and find ways to leverage internal capital, labor and idea markets.