think : Read think:act on your iPad. Simply use this act Jack Welch QR code or download our newsstand from the App LEA The world’s toughest Store where you can find it by entering the search manager on treating D term ”Roland Berger“. Enjoy your read! ER his employees For iPad: rbsc.eu/Z9QWXA SHIP with respect. BY ROLAND Herbert Hainer The CEO of Adidas Magazine for about internatio- decision makers nalization and his B E R N 19 rival Nike. GE R ST R ATEGYCON S ULTANT S COURAGE Leadership in times of change Jagdish Bhagwati: Why growth is the best strategy against poverty Megacities: Why some are bigger than countries, and how businesses can benefit Lighthouses: Why Apple and Google have totally opposing strategies Roland Berger Foundation: Human Dignity Awards Focusing on women’s rights: the work of campaigners in India, Afghanistan, and Pakistan is highlighted at Berlin’s Jewish Museum. 1 THE WINNERS ! The awards went to the Indian non-governmental organization Jagori, the Afghan Women’s Network, and Pakistani lawyer Dr. Asma Jahangir. An honorary award was also conferred for the first time, to the Jewish Museum in Berlin. 2 THE AWARD PRESENTERS Finance minister Wolfgang Schäuble and Bundestag president Norbert Lammert praised the award winners’ steadfast commitment to women’s rights. The prize money will be used to fund specific projects. 3 THE ORGANIZER " # Prof. Roland Berger handed over EUR 1 million in prizes and specially designed Human Dignity Award medals. ! MORE: rbsc.eu/105nxmo IMPRINT PICTURE CREDITS P A P P A P / : Prof. Burkhard Schwenker Paul Glader, Detlef Gürtler, Olaf Hopf pages 14-16 Roland Berger Strategy Matthias Lambrecht, Gina Pace, P B: page 48 Consultants GmbH Michael Prellberg, Andrzej Rybak, Firmengruppe APPL C: cover, pages 5, 28-29, High Light Towers Christian Salewski, Kathrin Werner aprinta Druck GmbH 49, 60-61 Mies-van-der-Rohe-Str. 6 D Senefelderstraße 3–11 D W: pages 5, 38 D-80807 Munich, Germany twotype design 86650 Wemding, Germany F B: pages 42-43 Tel.: +49 (0)89 9230-0 (Christian Hruschka, C G: cover, pages 2, 5 (2), 7, P Christina Maria Klein, Stefan Semrau, The contents of this magazine 8-13, 24-25, 34, 36-37, 46, 52-53, Uwe Holländer, Juliane Köbler) are protected by copyright law. 54, 55, 56, 57, 65, 71 Prof. Torsten Oltmanns P E All rights reserved. L: pages 4 (2), 33, 58, 62-63 M F: pages 44-45 P M Gudrun Glaser N NASA: pages 56-57 Dr. Katherine Nölling P Opinions expressed in the articles of this R K: pages 5, 54 E C Axel Springer AG magazine do not necessarily reflect the pages 61, 66-67, 69 Heiko Ammermann, Krzysztof Badowski, Axel-Springer-Str. 65 views of the publisher. R: page 50, Markus Berret, Prof. Dr. Björn Bloching, 10888 Berlin P-A: If you have any questions for the editorial cover, Charles-Edouard Bouée, Philippe Chassat, Tel.: +49 (0)30 2591-74718 S B: team, or would be interested in learning page 4 Damien Dujacquier, Oliver Knapp, Fax: +49 (0)30 2591-74710 more about studies by Roland Berger PR: pages 41, 48, 51, 61, 64 Lars Luck, Frigyes Schannen, Gerd Sievers, [email protected] Strategy Consultants, just send an Michael Wette, Michael Zollenkop www.axelspringer.de R B C: email to: pages 3, 26, 47, 71 (2) E M [email protected] Felix Rohrbeck (chief editor), Michael Bee (new business) Frank Parlow, Lutz Thalmann Published in July 2013 Dear reader, Ten years ago, who could have predicted that the internet would revolutionize retailing, or that green technology would become a high-growth sector? That China would become the world’s leading exporter, and America enter its Pacific Age? That the financial markets would throw a fit and cause the worst recession in eighty years, or that shale gas and fracking would turn the international energy market on its head almost overnight? These days, when you’re a manager, uncertainty is almost everywhere you look. Risks grow bigger, technology changes faster, global networks are more complex, and all of these factors have important implications for our view of planning and management. If trends can no longer be relied upon, numbers have limited value as a basis for forecasting and decision making. How do you manage a company in an uncertain world? What tools, methods, and strategies still work? In our special feature on leadership, we talked to a series of leading personalities – with often surprising results. In an exclusive interview, Jack Welch, former CEO of General Electric aka Mr. Shareholder Value, says respect is the most important tool of management. Adidas’s CEO Herbert Hainer explains how to motivate young talents to join his company, and Hapag-Lloyd’s CEO Michael Behrendt talks about the need for managers to show humility. All of these examples have one thing in common: they show that values and personalities lie at the heart of successful management. Most importantly, it takes courage, decisiveness, and analytical skills to identify and seize new opportunities. I am writing this editorial because my friend Martin Wittig has stepped down as CEO of our firm for health reasons. I wish him God’s blessing and a rapid recovery. Professor Burkhard Schwenker CEO, Roland Berger Strategy Consultants ! EXPERIENCE A NEW DIMENSION OF THINK:ACT: We’ve used augmented reality to combine the real and digital worlds. You can use a camera-equipped tablet or smartphone (iOS or Android) to view videos and other additional features. Simply download the free Layar app, scan the double pages with the Layar logo, and you’ll see the extra content. We hope you enjoy it. 4_5 THINK:ACT // CONTENTS " Open or closed? Apple and Google !"Management by respect: follow wholly an exclusive interview opposite strategies. with Jack Welch. #! Urbanization: #"Get involved! why Amitabh Kant is building Sheryl Sandberg on breaking 24 new cities in India. through the glass ceiling. $ % Leadership How management think can succeed in times of change. : N 19 → Report act Heroes and villains .................................. #' How comic-book characters do battle by night, yet still manage to run business empires during the day. Think Act Light footprint management ......... &$ In a complex world that’s often hard Brief ........................................................................ ! Brief ..................................................................... !! to pin down, traditional management European league football is A huge single market and a high- tools no longer work, says Charles- becoming a big yawn as top spending middle class are driving Edouard Bouée. clubs grow too powerful. Southeast Asia’s economy. Management superstar ...................... &" Polar opposites ............................................. " Megacities ...................................................... %& Former GE boss Jack Welch on Apple and Google have chosen totally Urban areas with ten-million-plus efficiency and treating people different routes to success. populations are booming around with respect. the world – and represent big India’s only chance ................................... #$ investment opportunities. Put yourself in my shoes ................... )& Top economist Jagdish Bhagwati How Adidas CEO Herbert Hainer says growth is the best strategy Battle of the sexes ................................ %" is building a top global brand. for prosperity. Facebook COO Sheryl Sandberg recalls how she made it to the top, and calls Reading the cards ................................... )! for a new type of feminism. Management by symbols: how top decision makers use business cards Good enough ................................................ !& to make a statement. Simple products developed for emerging markets are enjoying Steering the ship ...................................... )" increasing success in the West. Hapag-Lloyd’s Michael Behrendt on management by values, a crazy Springboard to Europe ........................ !! industry, and the need for humility. Chinese companies are investing in eastern Europe as they prepare Staying together ....................................... $& for continent-wide expansion. You can have a private life as a CEO, but you need to set ground rules. What money can’t buy ........................ '( How to get one million followers Clear for takeoff ........................................ $$ on Twitter. Pilots can teach managers a thing or two about crisis decision making. Human Dignity Awards ........................ '# The Roland Berger Foundation honors On good management ......................... $! As CEO at people and institutions that make Prof. Burkhard Schwenker on Hapag-Lloyd, a special contribution to society. the importance of courage. Michael Behrendt has adopted a clearly defined strategy. Herbert Hainer meets some interesting people in the showers at Adidas. 6_7 THINK:ACT // NEWS LOSING THEIR SHINE Excitingness* of top European leagues France &.%" &.'$ Germany &.'' &.#( Italy &.'! &.#! Spain Barcelona’s Lionel Messi tussles with Blaise &.#& &.)' Matuidi of Paris Saint-Germain. England Dangerous dominance &.)) &.(( 1991/92 to 2000/01 seasons European football is turning into one big yawn, 2000/01 to 2011/12 seasons *The figures define each with top clubs too powerful for true competition. league’s long-term excitingness, which is affected by two factors: triker Lionel Messi was on a roll mainly because of financial disparities between the points difference between this season, scoring his 300th goal clubs. “Some of the top teams are way ahead of teams in any given season, for FC Barcelona and