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As a strategist, the CFO is involved in corporate planning and aims at
business performance as well as increase in value. He leads from a financial perspective
the strategy process and derives the financial strategy from it. As a catalyst the CFO stimulates
value-creating or strategy-compliant behavior in the company and promotes the
implementation of the strategy. Development of the administrative apparatus and creation of control security.
As an operator, he ensures financial efficiency and service level and ensures that everything runs smoothly in the
financial operations. As a steward he builds the protection and securing of the assets of the
company on functioning internal controls. The role model of the CFO
will develop into a strategist even more in the coming years.
This role is already mentioned most frequently today, closely followed by the steward.
Gig economy worries, data protection, return on investment and development of a master data strategy and new business models,
Manage security risks and at the same time the risks and expectations of the company, skills shortage,
promotion of a learning and development culture despite daily business, development of the right cloud strategies and the
cultural change in a digital world are the great challenges of a CIO (Chief Information Officer).
IT decision-makers develop into strategists of the company at breakneck speed.
Intelligent technologies, changed processes in the IT landscape, from on-premise to multi-cloud management, security
sensitive data, change management and agile action, co-development of digital business models and early
awareness of regulations and compliance. The fast pace of digitization and the growing number of new technologies,
laws and ordinances bring about changes in the areas of responsibility of CISOs (Chief Information Security Officer)
and information security teams with them. In the coming years, CISOs will play an increasingly important role in the
playing corporate management and at the same time being confronted with new priorities.
Technological change in the fast lane, massive digitalization pressure on all markets,
ever tighter time windows for sustainable competitive advantages and
dynamically networked ambiguous future worlds that result in structural changes -
The consequence: The agenda of the Chief Technical Officer (CTO) has fundamentally changed
and demands today to break new ground. It's about business model innovations, agile organization
and a consistent outside-in perspective and all with new and unconventional tools,
Methods and concepts.
The demands on purchasing are increasing: Economic and political risks emerging from all directions
force CPOs (Chief Procurement Officer) to further reduce the company's costs. Gaining external risks
thus increasing the attention of CPOs. In particular, the economic downturn and trade conflicts are taking shape
turn out to be essential factors. In the digital environment, CPOs focus on analytics technologies. New chances are possible
for purchasing if CPOs provide purchasing competencies
in complex and cross-functional tasks and more strongly than ever about new collaboration and
networking Accellerator models with the business.
In the age of globalization, intercontinental supply chains are becoming increasingly complex.
This makes global delivery and production networks and the international flow of goods special
vulnerable to disruption from trade wars, natural disasters, or health emergencies such as the recent ones
outbreak of the corona virus COVID-19.
At the same time, the demands and the pressure to optimize logistics are growing:
It should be sustainable, networked, individual and intelligent.
Data and technology management, talent management, employee qualification, competence management also in the field
big data and people analytics, experimentation and digital knowledge are challenges for the CHRO
(Chief Human Resources Officer) to develop solutions. Digitization and automation are massively changing the world of work.
Some jobs are becoming superfluous, while completely new job profiles are emerging. Change also affects how
People work (together). This process poses major challenges for human resource management.
Personnel management accompanies change in companies - and has to fundamentally reorganize itself to meet its
to meet changed tasks.
Producing Industry includes
- Automotive Supplier
- Mechanical Engineering
- Construction Industry
- Energy & Raw Materials
- Aerospace, Military
- Chemistry (Industrial)
Primarily data driven industry includes
- Financial Service Provider
- Health Care
- Facility Management
- Research & Development
Consumergoods & Sales industry includes
- Textile & Fashion
- Electronics (Consumer)
- Chemistry (Consumer – Pharmaceutical Industry)
- Logistics & Transportation
We classify each company into „industry-related“ clusters to enable us to tailor-fit each topics for discussion based on the sector they belong to.
We value your time (Event starts at 3:30 PM), allowing you to do business in the office until afternoon.
In addition, we clustered Germany into Regions South, West & North to minimize travel time to a maximum of 2 hours.
We invite a maximum of 25 participants with the same functional role and description and is limited to 1st and 2nd level executives only.
About the Think Tank
Our think tanks are about discussing industry challenges in a rotating discussion group
(3 - 8 people) and developing ideas through different viewing spaces. The topics are set
in advance through individual discussions with all participants. In this way we enable a topic-relevant,
open exchange within our Executive Circle, as well as long-term and continuous benefit from learning and
synergy effects beyond company boundaries.
Start of the event – Free networking
3:30 – 4:00 pm
Welcome opening & Think Tank Round 1
4:00 – 5:20 pm
5:20 – 5:35 pm
Keynote with Q&A
5:35 – 6:15 pm
Think Tank Round 2
6:15 – 7:20 pm
Dinner Circle 1
7:30 – 8:20 pm
8:20 – 8:50 pm
Dinner Circle 2
8:50 – 9:30 pm
Closing & Farewell with Coffee & Petit Four
9:30 – open end