Professor Dr. Thomas Wunder

In 2010, Dr Thomas Wunder transitioned from business practice to academia as a full professor of Strategic Management at the Neu-Ulm University of Applied Sciences in Bavaria, Germany. He has led the Master of Advanced Management program and was head of its examinations board for eight years. During this time, he founded the "Strategy, Entrepreneurship & Sustainability" major, the first sustainability-oriented program at the Neu-Ulm University.

Thomas Wunder has dedicated his research, writing and teaching to the integration of corporate and business strategy with sustainability and the corresponding transformation processes. This is summarized in his edited Springer Nature book “Rethinking Strategic Management. Sustainable Strategizing for Positive Impact” (2019) and integrated in this textbook “Essentials of Strategic Management. Effective Formulation and Execution of Strategy in the Era of Sustainability” (2nd ed. 2023, 2016). He also edited the practitioner-oriented German books "Toolbox Strategie und Nachhaltigkeit" (2024) and “CSR und Strategisches Management” (2017) with currently about 475k downloads and has published more than fifty articles and book chapters. Prof. Wunder taught strategy and sustainability at various globally recognized universities such as the Shidler College of Business at the University of Hawaiʻi at Mānoa (USA), the University of Basel (Switzerland) and the EDHEC Business School (France). He has spoken at international academic conferences, including Strategic Management Society (SMS), Academy of Management (AOM), and Sustainability, Ethics and Entrepreneurship (SEE) as well as several practitioner-oriented symposia. Thomas Wunder is Associate Editor at the International Journal of Corporate Social Responsibility and has been reviewer for conference proposals at the Strategic Management Society and the Academy of Management as well as reviewer for book manuscripts and research paper submissions for different academic journals such as Business Strategy and the Environment, Journal of Strategy and Management, Journal of Sustainability Research, and International Journal of Corporate Social Responsibility.

Prior to academia, Thomas Wunder spent more than a decade of his career as a strategy consultant and business leader for Horváth & Partners Management Consultants in both the EU and USA where he was in charge of operations for 6 years. He was associated with the Balanced Scorecard Collaborative (BSCol) in Boston and its thought leaders, Harvard Business School professor Robert S. Kaplan and David P. Norton. Later he became an affiliate of the North Highland Company in Atlanta, where he helped to build Cordence Worldwide, a large-scale global alliance of local consulting firms with over 3500 experts in more than 50 offices today. In all these years, Thomas Wunder supported executive leadership teams of MNCs improving their strategy processes at various organizational levels to drive top- and bottom-line performance.

Thomas Wunder received his doctorate in the field of Strategic Management from the European Business School (EBS) in Germany. He earned a master’s degree in Business Management and Industrial Engineering (Dipl.-Wirtsch.-Ing.) studying at the University of Kaiserslautern (Germany) and the University of Birmingham (England).

State-of-the-Planet & Business Sustainability
(Master of Advanced Management, Major: Strategy, Sustainability and Business Transformation)

This module will familiarize participants with the analysis and application of a macro-level sustainability context and how it relates to business sustainability including sustainability disclosure and reporting, e.g., through measuring and managing impact, disclosure, and sustainability reporting.. This includes concepts of ecological, social, and economic sustainability, double materiality assessment, and various sustainability definitions and mindsets. Students will understand the current ecolocial and social state of the planet based on foundational sustainability concepts such as Planetary Boundaries and social SDGs, different stakeholder perspectives on individual, organizational, national, and international level, how the macro-level sustainability context links to an industry-level and a business-level environment. Students will also be able to understand and apply key concepts of sustainability disclosure and reporting on a business-level, such as CSRD & ESRS, EU-Taxonomy, GRI, SASB, Future Fit Business Benchmark, B-Impact Assessment, and Common Good Balance Sheet.

Advanced Strategy and Transformation
(Master of Advanced Management, Major: Strategy, Sustainability and Business Transformation)

This module provides a solid understanding of current thinking on the importance of sustainable strategizing as an evolving strategy approach for 21st century enterprises and on how to link corporate, business, and functional strategy with socio-ecological sustainability. Participants will be able to comprehend today’s business context (situational awareness and strategic foresight) to make business sense of sustainability, understand the role of coprorate purpose and other strategic guideposts for business transformation, develop and critically assess “business cases” for sustainability based on sustainable strategy tpyes and patterns, explore what executives can do to integrate economic, ecological, and social value creation, apply sustainable strategizing processes and methods in established organizations, and identify key elements for making strategic transformation happen in the context of strategy, organizational structure, and corporate culture - with due consideration of biases, tensions and tradeoffs in strategic decision making.

Coporate Sustainability Performance
(Master of Advanced Management, Major: Strategy, Sustainability and Business Transformation)

This module has a special emphasis on Circular Economy (CE) and Resource Management and covers CE areas such as principles, standards, business models as well as various industry perspectives. It also covers key concepts of sustainability or ESG performance management including natural and social capital accounting, corporate governance, risk management, management reporting, investment appraisals, carbon accounting & decarbonization. Furthermore, the course addresses the role of the corporate Finance and Managerial Control functions for sustainability transformation as well as as well as Sustainable Finance in general, i.e., the role of capital markets (including ESG ratings) and its influence on the corporation.

Sustainable Business Design & Innovation
(Master of Advanced Management, Major: Strategy, Sustainability and Business Transformation)

This module provides foundations of sustainable business design as well as sustainable entrepreneurial thinking and doing (mindsets, theories, processes, and tools). After having taken this course, participants will be able to explain the difference between conventional and sustainable business models, differentiate betweeen "value" and "impact", understand and apply key principles of sustainable business models, apply and critcially assess various sustainable business modeling approaches and tools to analyze and develop business models for sustainability, as well as identify and apply sustainable business model patterns for ideation and out-of-the box thinking to drive sustainable business innovation. The main focus is on transformating existing business models within corporations towards sustainale business models. 

International Strategic Management
(Master of Advanced Management, Mandatory Course)

This module will provide participants with advanced strategic thinking and methods of how to manage 21st century organizations strategically, with a special emphasis on a global business environment. It provides participants with analytical approaches on how to support or make strategic decisions in an analytical and integrative way while applying a general management and cross-functional point of view, i.e., elaborate on decisions and strategies considering the total company. Participants will be able to identify, describe and facilitate steps for strategic transformation in today’s economic, socio-ecological, and technological context, understand the influence of cognitive biases and recognize tensions and tradeoffs.
 

Strategic Management
(Bachelor Industrial Engineering, Capstone Course)

This course provides basic thinking and methods for the strategic management of firms. Participants will understand the function and responsibilities of a general manager, strategic business unit leader, and head of strategy based on a cross-functional point of view. The course will help participants to integrate different functional perspectives discovered in previous semesters with the objective to identify business opportunities and solve strategic problems. Participants will understand methods for strategic analysis, strategy formulation, and strategy execution applicable to both business units in MNCs as well as SMEs.
 

Past Courses

• Sustainable Business Models
• Strategy Live Case Studies (together with University of Malta)
• Behavioral Strategy
• Strategic Foresight
• Strategic Marketing / Marketing
• International Marketing / International Case Studies
• International Value Chain Management

All courses are taught in English.

EN = English Publication
English title translations of German publications in bold

Books
(title translations of German publications bold; EN = English publication)

• Toolbox Strategy and Sustainability. Effective Methods for New Business Models and the Transformation. Original: Wunder, T.: Toolbox Strategie und Nachhaltigkeit. Wirksame Methoden für neue Geschäftsmodelle und die Transformation, Stuttgart: Schäffer-Poeschel 2024.
• EN: Essentials of Strategic Management. Effective Formulation and Execution of Strategy in the Era of Sustainability, 2nd updated and expanded edition, Stuttgart: Schäffer-Poeschel 2023.
• EN: Rethinking Strategic Management. Sustainable Strategizing for Positive Impact. Cham, Switzerland: Springer Nature 2019.
• CSR and Strategic Management. How striving for sustainability helps to succeed in the market. Original: Wunder, T. (Hrsg.): CSR und Strategisches Management. Wie man mit Nachhaltigkeit langfristig im Wettbewerb gewinnt. Berlin/Heidelberg: Springer Gabler 2017. (Editor)
• EN: Essentials of Strategic Management. Effective Formulation and Execution of Strategy, Stuttgart: Schäffer-Poeschel 2016.
• Transnational Strategies. Practical Realization with Balanced Scorecards. Original: Wunder, T.: Transnationale Strategien. Anwendungsorientierte Realisierung mit Balanced Scorecards, Wiesbaden: Gabler/DUV 2004, zugl. Diss, Oestrich Winkel 2003.
• Putting Balanced Scorecard to Practice (3rd. ed.). Original: Horváth & Partner GmbH (Hrsg.): Balanced Scorecard umsetzen, Horváth & Partner GmbH (Hrsg.), 3. Aufl., Stuttgart: Schäffer-Poeschel 2004. (Co-Author)
• Putting Balanced Scorecard to Practice (2nd. ed.). Original: Horváth & Partner GmbH (Hrsg.): Balanced Scorecard umsetzen, Horváth & Partner GmbH (Hrsg.), 2. Aufl., Stuttgart: Schäffer-Poeschel 2001. (Co-Author)
• Putting Balanced Scorecard to Practice. Original: Horváth & Partner GmbH (Hrsg.): Balanced Scorecard umsetzen, Horváth & Partner GmbH (Hrsg.),  Stuttgart: Schäffer-Poeschel 2000. (Co-Author)

Book chapters
(title translations of German publications bold; EN = English publication)

• Strategic Sustainability. Original: Strategische Nachhaltigkeit. In: Schneider, A./Schmidpeter, R. (Eds.): Corporate Social Responsibility.Verantwortungsvolle Unternehmensführung in Theorie und Praxis. Berlin/Heidelberg: Springer Gabler 2025 (forthcoming)
• EN: Mindsets for Linking Strategy and Sustainability: Planetary Boundaries, Social Foundations, and Sustainable Strategizing. In: Wunder, T. (Ed.): Rethinking Strategic Management. Sustainable Strategizing for Positive Impact. Cham, Switzerland: Springer Nature 2019. 1-40.
• EN: Epilogue. In: Wunder, T. (Ed.): Rethinking Strategic Management. Sustainable Strategizing for Positive Impact. Cham, Switzerland: Springer Nature 2019, 397-410.
• Sustainable Strategic Management: Inspirations for Strategizing in Corporate Practice. Original:  Nachhaltiges Strategisches Management: Anknüpfungspunkte und Impulse für die praktische Strategiearbeit. In: Wunder, T. (Hrsg.): CSR und Strategisches Management. Wie man mit Nachhaltigkeit langfristig im Wettbewerb gewinnt. Berlin/Heidelberg: Springer Gabler 2017, S. 1-41.
• Cross-departmental Strategy Alignment. Creating a Shared Strategic Orientation.Original: Bereichsübergreifendes Strategie-Alignment. Eine gemeinsame strategische Orientierung im Gesamtunternehmen schaffen, Nachdruck. In: Zeitschrift für Führung + Organisation (Hrsg.): Toolkit - Managementinstrumente für die Praxis. Strategie & Leadership, Organisation & Change Management, Projekt- & Prozessmanagement, Stuttgart: Schäffer-Poeschel 2016, S. 81-86.
• Strategy Maps as Communication Tool. Clarifying Strategy for Employees and Stakeholders. Original: Strategy Maps als Kommunikationsinstrument. Strategien für Mitarbeiter und Stakeholder klären, beschreiben und abgleichen, Nachdruck. In: Zeitschrift für Führung + Organisation (Hrsg.): Toolkit - Managementinstrumente für die Praxis. Strategie & Leadership, Organisation & Change Management, Projekt- & Prozessmanagement, Stuttgart: Schäffer-Poeschel 2016, S. 75-86.
• Business Models. Understanding and Designing the Business Success Logic. Original: Geschäftsmodelle. Die Erfolgslogik des Geschäfts verstehen und gestalten, Nachdruck. In: Zeitschrift für Führung + Organisation (Hrsg.): Toolkit - Managementinstrumente für die Praxis. Strategie & Leadership, Organisation & Change Management, Projekt- & Prozessmanagement, Stuttgart: Schäffer-Poeschel 2016, S. 19-28.
• Strategic Management: Integrating Ecological Sustainability Into the Strategy Process. Original: Strategisches Management: Integration ökologischer Nachhaltigkeit in den Strategieprozess. In: Schulz, T./Bergius, S. (Hrsg.): CSR und Finance - Beitrag und Rolle des CFO für eine Nachhaltige Unternehmensführung, Berlin/Heidelberg: Springer Gabler 2014, S. 65-81.
• Strategy Maps and Strategy Process. Practical Applications, Benefits, Experiences.Original: Strategy Maps und Strategieprozess. Einsatzmöglichkeiten, Nutzen, Erfahrungen. In: Horváth, P. (Hrsg.): Die Strategieumsetzung erfolgreich steuern. Strategien beschreiben, messen und organisieren, Nachdruck, Wiesbaden: Schäffer-Poeschel 2004, S. 55-70. (together with B. Gaiser)

Refereed Journal Articles
(title translations of German publications bold; EN = English publication)

• Industry 4.0 in the context of systemic sustainability. Applying strategic lifecycle assessment for evaluating the contribution of Industry 4.0 to sustainable development.Original: Industrie 4.0 im Kontext systemischer Nachhaltigkeit. Anwendung des Strategic Lifecycle Assessment zur Bewertung des Beitrags von Industrie 4.0 für eine nachhaltige Entwicklung. In: Industrie 4.0 Management, 38 (2022), Nr. 1, S. 23-27. (together with K.P. Funk)
• EN: Strategic Transformation to Sustilience: Learning from Covid-19. In: Journal of Strategy and Management, Vol. 14 (2021), No. 3, pp. 331-351. (together with J. Grant)
• The leap to the next level of sustainability. How “Purpose” effectively supports the strategic sustainability transformation. Orginal: Der Sprung auf die nächste Stufe unternehmerischer Nachhaltigkeit. Wie sich mit Purpose die strategische Nachhaltigkeitstransformation wirksam unterstützen lässt. In: Zeitschrift Controlling, 33. Jg., Spezialausgabe Sommer 2021, 66-73.
• Data-based Business Ecoystems and Sustainability. Original: Datenbasierte Business-Ökosysteme und Nachhaltigkeit. Ansatzpunkte für eine integrierte Gestaltung und Steuerung. In: Zeitschrift Controlling, 32. Jg., Spezialausgabe 2020, 92-97.
• Effectively Unfolding Entrepreneurial Creativity. Original: Unternehmerische Kreativität zielgerichtet entfalten. In: Controlling & Management Review, 58. Jg. (2014), Nr. 4., S. 46-55. (together with J. Bausch)
• Four Success Factors for an Effective Strategy Process. Original: Vier Erfolgsfaktoren für einen effektiven Strategieprozess. In: Controlling & Management Review, 58. Jg. (2014), Nr. 1, S. 54-62. (together with J. Bausch)
• Strategic Management and Leadership Culture. Why Even the Best Strategy Processes Sometimes Fail. Original: Strategisches Management und Führungskultur. Warum auch die besten Strategieprozesse manchmal scheitern. In: SEM | Radar Zeitschrift für Systemdenken und Entscheidungsfindung im Management, 12. Jg. (2013), Nr. 2, S. 105-143. (together with K. Stemmermann)
• EN: In Search of Finance Excellence. In: The Journal of Corporate Accounting & Finance, Vol. 19 (2008), No. 3, pp. 41-49. (together with M. Mueller)
• EN: Want to Be a More Effective CFO? Ask the Audience. In: Strategic Finance, Vol. 87 (2006), no. 7, pp. 36-42. (together with J. Thomson)
• EN: New Strategy Alignment in Multinational Corporations, in: Strategic Finance, Vol. 87 (2005), no. 5, pp. 35-41.
• Strategy Maps and Strategy Process. Practical Applications, Benefits, Experiences. Original: Strategy Maps und Strategieprozess. Einsatzmöglichkeiten, Nutzen, Erfahrungen. In: Zeitschrift Controlling, 16. Jg. (2004), Nr. 8/9, S. 457-463. (together with B. Gaiser)
• What Comes Next After Target Costs? Effectively Reducing Product Costs in the Defense Industry. Original: Was kommt nach Zielkosten? – Strukturiertes Kostenkneten in der Wehrtechnikbranche. In: krp-Kostenrechnungspraxis, 46. Jg. (2002), Nr. 4, S. 240-248.
• Company-wide Implementation of the Balanced Scorecard. Original: Die Balanced Scorecard unternehmensweit einführen, in: Zeitschrift Controlling, 12. Jg. (2000), Nr. 11, S. 545-552. (together with M. Baur)

Journal Articles
(title translations of German publications bold; EN = English publication)

• Sustainable Business Model Patterns as Innovation Driver. Ideation for Economic, Ecolocial and Social Value Creation. Original: Nachhaltige Geschäftsmodellmuster als Innovationstreiber. Neue Ideen für wirtschaftliche, ökologische und soziale Wertschöpfung finden. In: Zeitschrift Führung + Organisation, 93. Jg. (2024), Nr. 3, S. 187-193.
• Strategies for Corporate Sustilience®. Designing Sustainable and Resilient Business Models. Original: Strategien für unternehmerische Sustilienz®. Geschäftsmodelle gleichzeitig nachhaltig und resilient machen. In: Zeitschrift Zeitschrift Führung + Organisation, 93. Jg. (2024), Nr. 1, S. 54-60.
• Regenerative Strategies. Positive impact on environment and people as a strategic ambition. Original: Regenerative Strategien. Positive Beiträge für Umwelt und Menschen als strategische Ambition. In: Zeitschrift Führung + Organisation, 92. Jg. (2023), Nr. 5, 291-295
• Materiality Assessment based on CSRD.Assessing both impact on environment as well as financial materiality. Original: Wesentlichkeitsanalyse nach CSRD. Sowohl den Impact auf die Umwelt als auch die Geschäftsentwicklung bewerten. In: Zeitschrift Führung + Organisation, 92. Jg. (2023), Nr. 2, 113-117. Aktualisierte Version vom 7. August 2023 Online in: Haufe Sustainability Office.
• Linking the CSRD to Strategy. From ESG-Compliance to Competitive Advantage. Original: Strategieanbindung der CSRD: Von ESG-Compliance zu Wettbewerbsvorteilen. In: Rethinking Finance, 6.2022, December 2022, 57-65.
• CSRD and EU-Taxonomy for more sustainability. Fulfilling and strategically leveraging new disclosure requirements. Original: CSRD und EU-Taxonomie für mehr Nachhaltigkeit. Neue Offenlegungspflichten erfüllen und strategisch nutzen. In: Zeitschrift Führung + Organisation, 91. Jg. (2022), Nr. 5, 336-339
• Assessment of the future viability of business models. Evaluating and designing business models for a sustainable future. Original: Bewertung der Zukunftsfähigkeit von Geschäftsmodellen. Die nachhaltige Entwicklung des Unternehmens prüfen und gestalten. In: Zeitschrift Führung + Organisation (zfo), 90. Jg. (2021), Nr. 3, S. 178-182.
• Integrated Strategy Map. Effectively linking strategy and sustainability. Original: Integrierte Strategy Map. Strategie und Nachhaltigkeit wirkungsvoll verküpfen und beschreiben. In: Zeitschrift Führung + Organisation (zfo), 89. Jg. (2020), Nr. 6, S. 403-406.
• Sustainable Strategizing 2.0. How to design and manage the strategic transformation. Original: Nachhaltige Strategiearbeit 2.0. Die strategische Transformation gestalten und managen. In: Zeitschrift Führung + Organisation (zfo), 89. Jg. (2020), Nr. 2, 110-113.
• Future Fit Business Benchmark. Assessing and improving the future viability of business. Original: Future Fit Business Benchmark. Die Zukunftsfähigkeit des Unternehmens bewerten und verbessern. In: Zeitschrift für Führung und Organisation (zfo), 88. Jg. (2019), Nr. 4, S. 251-255.
• Framework for Strategic Sustainable Development. Systematically Managing Socio-Ecological Sustainability. Original: Framework for Strategic Sustainable Development. Sozioökologische Nachhaltigkeit systematisch managen. In: Zeitschrift für Führung und Organisation (zfo), 88. Jg. (2019), Nr. 1, S. 42-45.
• Sustainable Business Models. Combining Economic and Societal Value Creation. Original: Nachhaltige Geschäftsmodelle. Wirtschaftlichen mit gesellschaftlichem Mehrwert verknüpfen. In: Führung + Organisation (zfo), 86. Jg. (2017), Nr. 6, S. 389-393.
• Business Model Patterns. Effective Ideation for the Business Model. Original: Geschäftsmodellmuster. Gezielt neue Ideen für das Geschäftsmodell finden. In: Führung + Organisation (zfo), 86. Jg. (2017), Nr. 3, S. 180-183.
• Business Model Innovation. Systematically Creating New Competitive Advantage. Original: Geschäftsmodellinnovation. Systematisch neue Wettbewerbsvorteile schaffen. In: Führung + Organisation (zfo), 85. Jg. (2016), Nr. 5., S. 358-361.
• Achieving Operational Excellence. Success Factors and Recommendations. Original: Auf dem Weg zu operativer Exzellenz. Erfolgsfaktoren und Handlungsempfehlungen. In: Controller Magazin, 40. Jg. (2015), Nr. 3, Mai/Juni, S. 53-61. (together with J. Bausch)
• Strategy Alignment. Creating a Shared Strategic Orientation. Original: Strategie Alignment. Eine gemeinsame strategische Orientierung schaffen. In: Führung + Organisation (zfo), 83. Jg. (2014), Nr. 6., S. 408-412.
• Strategic Relevance and Implementation of Ecological Sustainability in the Food Industry. Original: Strategierelevanz und Umsetzung ökologischer Nachhaltigkeit in der Ernährungsindustrie. In: Ökologisches Wirtschaften, 29. Jg. (2014), Nr. 4., S. 44-50. (together with J. Bausch)
• Business Models. Understanding and Designing the Business Success Logic. Original: Geschäftsmodelle. Die Erfolgslogik des Geschäfts verstehen und gestalten. In: Führung + Organisation (zfo), 82. Jg. (2013), Nr. 5, S. 354-360.
• Strategy Maps. Refining, Describing and Aligning Strategies. Original: Strategy Maps. Strategien klären, beschreiben und abgleichen. In: Führung + Organisation (zfo), 81. Jg. (2012), Nr. 4, S. 273-277.
• EN: Navigating through the Downturn & how to end up amongst the Winners. In: German American Trade, Vol. 20. (2009), No. 4, pp. 6-10. (together with M. Mueller)
• Vital Fundament. Intangible Assets: Green Light for Your Strategy. Original: Wichtiges Fundament. Immaterielle Werte: Grünes Licht für Ihre Strategie (HBm Mai 2004). In: Harvard Business Manager, 26. Jg. (2004), Nr. 7, Forum, S. 111.
• Balanced Scorecard – Mental Framework for Clarifying and Executing Strategies. Original: Balanced Scorecard. Denkkorridor für die Klärung und Umsetzung von Strategien. In: Gesellschaft für Produktionsmanagement Magazin (GfPM), o. Jg. (2002), März, S. 8.
• 8 Classic Misunderstandings Regarding the Balanced Scorecard Approach. Original: 8 klassische Missverständnisse zum Thema Balanced Scorecard. In: Bilanzbuchhalter und Controller (BC), 25. Jg. (2001), Nr. 12, S. 267-269.
• How Precise Should a Balanced Scorecard be? Original: Wie konkret muss eine Balanced Scorecard sein? In: Controller Magazin, 26. Jg. (2001), Nr. 2, S. 133-139.
• Balanced Scorecard as a Tool for Strategy Clarification and Execution. Original: Balanced Scorecard als Instrument der Strategieklärung und -umsetzung. In: Energiewirtschaftliche Tagesfragen, 50. Jg. (2000), Nr. 7, S. 486-491. (together with R. Rieg)

• Impact Festival/Haufe. Impact Connect & Learn: Nachhaltigkeitsberichte wirkungsvoll implementieren. Live-Webinar: Von der CSRD-Offenlegung zu nachhaltigen und resilienten Geschäftsmodellen, 27. Mai 2024.
• ESG Community Days. ESG Integration & Activation – How to Realize a Transformation Premium. ERGO Group. A Munich RE company, Düsseldorf, 30. April 2024.
• Internationaler Controller Verein (ICV). Live-Webinar: CSRD. Herausforderungen und Chancen für ControllerInnen, 15. Dezember 2023.
• 50 Years Sortimo® Intelligent Mobility Summit. The new CSRD: Compliance-Burden or Entrepreneurial Opportunity? Zusmarshausen, 8. September 2023. / 50 Jahre Sortimo® Intelligent Mobility Summit. Die neue CSRD: Compliance-Pflicht oder unternehmerische Chance? Zusmarshausen, 7. September 2023.
• Future World. Transferveranstaltung Entrepreneurs Campus der Universität Ulm und IHK Ulm, Teilnahme an Podiumsdiskussion (Wissenschaft, Startup, IHK, Industrie): „Starkes Innovationssystem für nachhaltigen Impact“, Ulm, 30. November 2022, Moderation: Dr. Birgit Stelzer.
• Fachkonferenz Finance Excellence - Permanenter Wandel als Herausforderung für den Finanzbereich − Welche Initiativen stehen auf der CFO-Agenda? Horváth Webkonferenz, 30. März 2022. Vortrag: “Sustain Up! Der unausweichliche Sprung auf die nächste Stufe der Nachhaltigkeit”.
• Strategic Management Society, 41st Annual Conference, Toronto, Canada (virtual), 19. September 2021. International Panel, Teaching IG, Panelist: Back to the Future: Lessons learned from online for in-person teaching.
• Wirtschaftsclub im Literaturhaus e.V., Literaturhaus Stuttgart, 16. September 2021. Unternehmerische Nachhaltigkeitstransformation und Wachstum - Widerspruch oder Chance? (zusammen mit I. Sprenger)
• NBM 6th International Conference on New Business Models, Halmstad University, Sweden (virtual), 11. June 2021, Paper presentation: Enabling Business Model Transformation for Sustainability. The Role of Organizational Dynamics at Sustainability Pioneer VAUDE.
• Business Instinct - wie deine Ideen die Welt verändern können. Universität Ulm (virtuell), 4. Juni 2021, Gastvortrag: "What Can My Business Do For Sustainability?" Mit Innovation zur nächsten Stufe der Nachhaltigkeit.
• SMS 40th Annual Conference, Strategic Management Society, Virtual, 27. September 2020, Teaching IG, Paper presentation: Has Ecological Sustainability Come to Strategic Management Education? A Textbook-based Examination of Our Current Reality.
• SMS 40th Annual Conference, Strategic Management Society, Virtual, 26. September 2020, International Panel, Teaching IG, Panelist: The Fun and Challenges of Collaborative Teaching and Learning.
• Kanagawa University, German Week: 30th anniversary of the Fall of the Berlin Wall, Yokohama, Japan 14. November 2019, Presentation: Our Common Future 2019 & 1989. Transformation in a Decade of Disruptions Ahead.
• AOM 79th Annual Meeting of the Academy of Management, Boston, MA, USA, 13. August 2019, Symposium Chair: Organizational Strategizing for an Inclusive Planet Earth (together with Dr. John H. Grant, Fort Collins, CO, USA). Initiation, organization, and leadership of symposium with five leading international experts from Academia and Practice.
• NBM 4th International Conference on New Business Models, Berlin, 2. July 2019, Panel Chair: ABC “Pioneer” Panel. Can Business Lead the Way to a Sustainable Future? Initiation, organization, and leadership of panel with five leading transformation experts from Academia, Practice, and Consulting.
• 19. Jahreskonferenz Strategisches Management von Horváth & Partners. Stuttgart, 16. Mai 2019.  Vortrag: "Rethinking Strategic Management". Eine Zusammenfassung ist publiziert online unter dem Titel "Warum nachhaltige Stratgiearbeit heute so wichtig ist - und wer darin schon erfolgreich ist" bei Haufe Controllerpraxis.
• SMS 38th Annual Conference, Strategic Management Society, Paris, 24. September 2018, Session Chair (together with Timo Santalainen, Aalto University & Stratnet), Purpose Driven Strategizing - Competing Through Sustainability Oriented Values.
• SMS 38th Annual Conference, Strategic Management Society, Paris, 23. September 2018, Teaching IG Panelist: Integrating Design Thinking into the Strategic Management Curriculum.
• AOM 78th Annual Meeting, Academy of Management, Chicago, IL, 11. August 2018, Presentation: Rethinking Strategic Management by Revitalizing and Revizing Strategy Textbooks to Reflect Sustainability Leadership (together with Jean Garner and W. Edward Stead, East Tennessee State University). MED PDW/Symposium: Research Agenda 2020: Exploring Impacts of Sustainability in Management Education. Exploring SiME Impacts.
• 6. Dialogue on Sustainability, Katholische Universität Eichstätt-Ingolstadt, DenkNachhaltig! e.V., Ingolstadt, 17. November 2017, Fundamental Präsentation: Nachhaltigkeit als Wettbewerbsfaktor.
• SMS 37th Annual Conference, Strategic Management Society, Houston, TX, 29. October 2017, Session Chair, Strategy Practice & Teaching IG sponsored panel: Competing Through a Sustainability Mindset: What Does It Mean for Capstone Strategy Courses?
• SMS 37th Annual Conference, Strategic Management Society, Houston, TX, 29. October 2017, Teaching IG Panelist: Bringing Practice Into the Classroom: Challenges and Successes.
• Third International Conference on CSR, Sustainability, Ethics and Governance, Köln, 2. August 2016, Paper Präsentation: Sustainable Strategic Management – Cornerstones of an Emerging Paradigm.
• Nachhaltigkeitskongress der IHK Köln mit der Cologne Business School: „Wirtschaften anders denken“, Köln, 1. August 2016, Organisation und Moderation des Panels: "Wettbewerbsvorteile durch Nachhaltigkeit – Wie Sie mit nachhaltigen Geschäftsmodellen langfristig im Wettbewerb gewinnen können!"
• Fifth Sustainability, Ethics and Entrepreneurship (SEE) Research Conference, Denver, Colorado (USA), 18. Mai 2016, Paper Präsentation: Sustainable Strategic Management: Re-orientation or New Paradigm of Strategic Management?
• Nachhaltigkeit. Herausforderung 21. Jahrhundert. Gemeinsame Ringvorlesung der Universität Ulm, Hochschule Ulm und Hochschule Neu-Ulm, Neu-Ulm, 2. Juni 2016, Vortrag: Lohnt sich Nachhaltigkeit? Impulse für die praktische Strategiearbeit.
• 12. Deutsches CSR-Forum. Internationale Konferenz für Nachhaltigkeit und Zukunftsfähigkeit, Academic CSR Summit, Ludwigsburg, 6. April 2016, Keynote: Sustainable Strategic Management.
• IHKs in Bayern/IHK Mittelfranken/WK Salzburg CSR Symposium, Nürnberg, 3. Juli 2014, CSR und Finance Panel, Thema: Beiträge und Rolle des CFO für eine Nachhaltige Unternehmensführung.
• Unternehmertage "Am Puls der Zeit" - Ausschuss für Betriebswirtschaft im VDM, München, 1. Februar 2014, Thema: Strategieprozess, Innovation, Effizienz und Nachhaltigkeit in der Ernährungsindustrie. (zusammen mit J. Bausch)
• BDSI – Landesgruppentreffen Bayern, Bad Reichenhall, 18. Oktober 2013, Thema: Strategieprozesse und Erfolgsfaktoren in der Ernährungsindustrie. (zusammen mit J. Bausch)
• GACC’s First Transatlantic Logistics Conference, Atlanta, GA (USA), November 18 2009, Topic: Transatlantic Logistics: Trends and Strategies, Facilitated Panel Discussion with Industry Experts from Porsche, Continental and Kuehne & Nagel.
• GACC Annual General Meeting, Charleston, SC (USA), May 1-2 2009, Topic: Navigating Through the Downturn and How to End Up Among the Winners, Preliminary Results of the Benchmarking Survey “Navigator". (together with M. Mueller)
• ASMI’s Budgeting and Forecasting Conference, Chicago, IL (USA), 20-21 September 2006, Topic: Advanced Budgeting. Making Planning More Relevant.
• IMA’s 87th Annual Conference & Exposition, Las Vegas, NV (USA), June 17-21 2006, Topic: Driving Performance Excellence With Benchmarking. (together with P. Horváth)
• IMA’s First Global Conference,  Dubai, UAE, May 7-10 2006, Topic: Strategy Refinement, Alignment, & Execution – An Overview of Best Practices.

Wednesday 1pm to 2pm
Thursday 1pm to 2pm

only by appointment via email