In mid-February, we continued our User Circle webinar series live from the Rohde & Schwarz film studio at the company's headquarters in Munich. The two speakers presented the successful management and implementation of strategy in global sales with the help of balanced scorecards.

Numerous customers followed our invitation to attend the 9th Solyp User Circle, this time in a digital edition. Old business acquaintances met new contacts in the virtual space.

With immediate effect, TME AG headquartered in Frankfurt is one of our business partners. For more than ten years the team has been advising companies across industries.

Current and important topics, inspiring discussions and also charity: In December we invited our Solyp users to Nuremberg for two days. For the eighth time, our customers came to exchange information with us about trends and developments in the technology industry, the Solyp platform, and developments in the field of Machine Learning and analytics.

From the beginning of 2018, Solyp3 was successfully used worldwide in Evonik's Regions Development division. The specialty chemicals company is now extending its co-operation towards the development and implementation of regional initiatives and programs with Solyp 4.0.

From now on, The Boston Consulting Group (BCG) and our company will organize strategic work for a great deal of companies together: Both enterprises will be closely working together in order to further promote the digitalization of strategic management processes.

What is the reason for Kotter’s continued topicality? Because when all’s said and done, his book ‘Leading Change’ appeared more than 20 years ago.  What is it that’s motivating the strategy community to engage with Kotter today?

The number and interrelations of these stakeholder groups are becoming increasingly complex in today’s connected, globalized world. Yet, still very few companies pursue an active, long-term approach to stakeholder management.

Many businesses are good at creating value by developing innovative new products and services. But when it comes to capturing that value and turning it into profits, the inventiveness of executives and managers all too often reaches its limits.

What do have companies like IBM, Philips, Unilever (Dove), and McKinsey & Company in common? They are all considered thought leaders within their industries. A position which they have attained over many years through large-scale content management programs and hard, dedicated work.

Change management is focused on the people. It aims to implement change in a comprehensive, smooth, and lasting way. But how can it be achieved in practice?