{"id":11233,"date":"2025-04-04T12:03:59","date_gmt":"2025-04-04T10:03:59","guid":{"rendered":"https:\/\/www.schlossmarbach.de\/unkategorisiert\/rethinking-strategy-leadership-in-times-of-uncertainty\/"},"modified":"2025-06-02T11:14:00","modified_gmt":"2025-06-02T09:14:00","slug":"rethinking-strategy-leadership-in-times-of-uncertainty","status":"publish","type":"post","link":"https:\/\/www.schlossmarbach.de\/en\/blog-en\/rethinking-strategy-leadership-in-times-of-uncertainty\/","title":{"rendered":"Rethinking Strategy: Leadership in Times of Uncertainty"},"content":{"rendered":"\t\t
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Rethinking Strategy: Leadership in Times of Uncertainty<\/h1>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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What do companies need to remain future-proof in a world full of disruption?
In this interview, Prof. Dr. G\u00fcnter M\u00fcller-Stewens talks about three central factors of strategic leadership: the ability to learn faster than others, the handling of cultural resistance, and the conscious use of new technologies like AI.
A conversation about opportunities in times of change \u2013 and about leadership as the active management of tensions.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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You are currently viewing a placeholder content from Vimeo<\/strong>. To access the actual content, click the button below. Please note that doing so will share data with third-party providers.<\/p> More Information<\/a> <\/div>

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In times of global uncertainty, increasing complexity, and profound transformation, strategic leadership requires a new self-conception.
Prof. Dr. G\u00fcnter M\u00fcller-Stewens, a long-standing expert in corporate strategy, talks in this interview about core principles that can help companies navigate turbulent times.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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At the heart of it: a frequently underestimated success factor \u2013 learning speed<\/strong>.
Those who quickly recognize how markets, technologies, and conditions change gain a competitive advantage that is hard to imitate.
Scenario planning, he says, is especially helpful \u2013 not to predict the future but to open up mental spaces and develop options. According to M\u00fcller-Stewens, strategy work primarily means expanding the range of options, not narrowing it down.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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However, this openness often meets cultural barriers within organizations.
“Nothing sticks as stubbornly as past success<\/strong>,” he points out.
He warns of the “stickiness” of successful but outdated patterns, citing Boeing as an example where cultural change became a mammoth task.
The key, he says, is to consciously question company culture and to systematically enable, rather than delay, change.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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A third major topic: the role of new technologies<\/strong>, particularly artificial intelligence. M\u00fcller-Stewens shares an example of a workshop where ChatGPT produced nearly identical results within minutes compared to a multi-hour strategic discussion. His conclusion: strategic work must be rethought \u2013 with AI as an enabler, not a replacement for human judgment. He is critical of over-automation but advocates for the conscious integration of AI into everyday processes to truly understand its problem-solving capabilities.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Finally, M\u00fcller-Stewens emphasizes: Today’s leadership means thinking in tensions \u2013 between profit and responsibility, between short-term success and long-term positioning.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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The greatest challenge for leadership, in my view, is managing the tensions between different stakeholders.<\/em><\/p><\/blockquote>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\t\t\t\t\n\t\t\t\tProf. M\u00fcller-Stewens\t\t\t\t<\/span>\n\t\t\t\t\t\t<\/span>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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Bio:<\/h2>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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Prof. Dr. G\u00fcnter M\u00fcller-Stewens is one of the most renowned thought leaders in the field of strategic management in the German-speaking world.
He was the long-standing director of the Institute of Management at the University of St. Gallen (IfB-HSG) and played a significant role in shaping research and education in corporate strategy and strategic leadership.
His academic focus includes topics such as strategic agility, corporate architecture, stakeholder management, and the role of culture in the strategy process.
He is the author of numerous internationally recognized publications, editor of standard works in the field of strategy, and a sought-after speaker at conferences and in executive education.
Alongside his academic career, Prof. M\u00fcller-Stewens also works as a consultant and advisory board member \u2013 primarily for companies facing profound change.
With his ability to make complex strategic contexts understandable, he has been inspiring leaders in business, administration, and society for many years.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Three Core Topics from the Interview:<\/h2>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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  1. Learning Speed Beats Planning:<\/strong>
    \nThe future cannot be predicted \u2013 but companies can learn to learn faster.
    \nScenario planning opens up new spaces for thinking and action.<\/li>\n
  2. Culture as a Key to Strategic Agility:<\/strong>
    \nClinging to outdated success models threatens future viability.
    \nCultural change requires time \u2013 and conscious leadership.<\/li>\n
  3. AI as an Impulse for Strategic Decisions:<\/strong>
    \nArtificial intelligence changes how we work with options.
    \nIt does not replace strategy but opens new ways for idea generation and evaluation.<\/li>\n<\/ol>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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    Marbach Leadership Talks<\/h2>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t
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    Every day, we welcome outstanding experts to Marbach Castle, who share their knowledge in trainings, meetings, and conferences. In our Marbach Leadership Talk, we introduce these experts and their leadership expertise to enrich your leadership practices. We also ask them why they, too, are captivated by Marbach Castle as a conference hotel on Lake Constance.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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    Conclusion:<\/h2>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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    Strategic leadership in uncertain times requires more than classical planning.
    It\u2019s about expanding mental boundaries, questioning cultural patterns, and using new technologies wisely.
    Prof. M\u00fcller-Stewens shows that future viability begins where companies are willing to evolve \u2013 with openness, courage, and strategic foresight.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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    Rethinking Strategy: Leadership in Times of Uncertainty What do companies need to remain future-proof in a world full of disruption?In this interview, Prof. Dr. G\u00fcnter M\u00fcller-Stewens talks about three central factors of strategic leadership: the ability to learn faster than others, the handling of cultural resistance, and the conscious use of new technologies like AI.A […]<\/p>\n","protected":false},"author":10,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"elementor_header_footer","format":"standard","meta":{"footnotes":""},"categories":[223,222],"tags":[],"class_list":["post-11233","post","type-post","status-publish","format-standard","hentry","category-blog-en","category-marbach-leadership-talks-en"],"yoast_head":"\nRethinking Strategy: Leadership in Times of Uncertainty - Ihr Tagungshotel am Bodensee - Schloss Marbach<\/title>\n<meta name=\"description\" content=\"Strategy in Transition: Prof. M\u00fcller-Stewens on Learning Speed, Cultural Change, Experimentation, and AI as Drivers of a Company's Future.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.schlossmarbach.de\/en\/blog-en\/rethinking-strategy-leadership-in-times-of-uncertainty\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Rethinking Strategy: Leadership in Times of Uncertainty - 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