From our daily practice as scholars, consultants and entrepreneurs we know how critical it is to make the right decisions that can shape the future of a company. One of the earliest of such decisions is surely the selection of the appropriate legal form as it is hardly reversible and has major implications on the running business. Accordingly, we can nd a wealth of information about the pros and cons of speci c legal forms. However, so far there is only scarce information available once you decide to enter a foreign market. There are offerings, e.g. from the Chambers of Commerce and you can search the Internet. When information is provided in the local language, comprehension becomes dif cult. Furthermore, the material that is available today only seldom allows for a structured analysis and comparison of legal forms in different countries. From discussions with entrepreneurs we know that this situation has not only been cumbersome for us, but actually everybody who is thinking about starting up a business or widening the operations across country borders is faced with the complex task of deciding on a legal form.

In a world characterized by increasing complexity and volatility, managers must be able to flexibly adapt their strategies to changing environmental conditions. Traditional strategic management frameworks often fail in this context. Therefore, we present "scenario-based strategic planning" as a framework for strategic management in an uncertain world. Previous approaches to scenario planning were complex and focused on the long term, but the approach developed by Roland Berger and the Center for Strategy and Scenario Planning at HHL Leipzig Graduate School of Management is different. By designing appropriate tools and integrating scenario planning into strategic planning, we have made our approach less complex and easier for firms to apply. We illustrate the approach with examples from different industries.

From our daily practice as scholars, consultants and entrepreneurs we know how critical it is to make the right decisions that can shape the future of a company. One of the earliest of such decisions is surely the selection of the appropriate legal form as it is hardly reversible and has major implications on the running business. Accordingly, we can nd a wealth of information about the pros and cons of speci c legal forms. However, so far there is only scarce information available once you decide to enter a foreign market. There are offerings, e.g. from the Chambers of Commerce and you can search the Internet. When information is provided in the local language, comprehension becomes dif cult. Furthermore, the material that is available today only seldom allows for a structured analysis and comparison of legal forms in different countries. From discussions with entrepreneurs we know that this situation has not only been cumbersome for us, but actually everybody who is thinking about starting up a business or widening the operations across country borders is faced with the complex task of deciding on a legal form.

Torsten Wulf geht davon aus, dass der Erfolg diversifizierter Unternehmen insbesondere auf Synergien zwischen einzelnen Geschaftsfeldern beruht und dass die Nutzung dieser Synergien durch die Fuhrung eines Konzerns determiniert wird. Daher untersucht er den Erfolgsbeitrag von Spitzenfuhrungskraften, Konzernorganisation und Fuhrungssystemen unterschiedlich diversifizierter Unternehmen. Es zeigt sich, dass unterschiedlich diversifizierte Unternehmen auch unterschiedlich gefuhrt werden mussen, um erfolgreich zu sein."

Torsten Wulf untersucht den Entwicklungsverlauf von vier privatisierten ostdeutschen Industrieunternehmen sowie die damit einhergehenden Einflussfaktoren.

In a world characterized by increasing complexity and volatility, managers must be able to flexibly adapt their strategies to changing environmental conditions. Traditional strategic management frameworks often fail in this context. Therefore, we present "scenario-based strategic planning" as a framework for strategic management in an uncertain world.

Previous approaches to scenario planning were complex and focused on the long term, but the approach developed by Roland Berger and the Center for Strategy and Scenario Planning at HHL Leipzig Graduate School of Management is different. By designing appropriate tools and integrating scenario planning into strategic planning, we have made our approach less complex and easier for firms to apply. We illustrate the approach with examples from different industries.