Dr. Michael Opitz

Partner

Head, TIME Practice, Central Europe

Areas of Focus

Education

Friedrich-Alexander Universität Erlangen Nürnberg
PhD in Political Science (Dr. rer. Pol.)
Friedrich-Alexander Universität Erlangen Nürnberg
Master’s degree in Business Administration

Past Experience

Theron Business Consulting (now Boardeleven Management Consulting)
Partner
Bossard Consultants
Manager

Michael is a partner based in our Munich office, with over 25 years of experience in management consulting. He has been leading our TIME practice in Central Europe since 2013.

Since joining Arthur D. Little in 2010, his main focus of expertise has been on Digital Transformation, definition of innovative operating models, and design of growth strategies. 

Michael’s cooperation with clients is based on long-term trustworthy relationships. His recommendations provide true value to his clients. He is considered a trusted advisor with excellent listening skills.

Recent Publications

Energy & Utilities
Disruption is now
Michael Kruse, Florence Carlot, Kurt Baes, Irene Macchiarelli, Daniel Monzon, Trung Ghi, Rodolfo Guzman, Carlo Stella, Chiara Loreti, Martijn Eikelenboom, Sally Menassa, Pavel Lubuzh, Eddy Ghanem, Alexander Krug, Dr. Philipp Seidel, Dr. Michael Opitz
Find out more
Telecommunications, Information technology, Media & Electronics (TIME)
Telecoms data monetization: Reality, not a mirage
Dr. Karim Taga, Dr. Michael Opitz, Arvind Rajeswaran, Lokesh Dadhich, Jorge Abril-Martorell
Find out more
How to scale your Agile right
Volker Pfirsching, Dr. Michael Opitz
Being capable to react to change with agility is a key requirement for all companies onboarding digital business models or digital products and processes. It is becoming even more of a necessity to compete. Yet large and grown companies, in particular, see many challenges with the necessary balance between agility and stability – implementing agile methodologies outside the technical domain fails in many cases for many reasons.
Find out more
Financial services
Setting objectives and measuring digitalization in Financial Services
Dr. Michael Opitz, Volker Pfirsching
Financial companies are investing in digitalization to improve operational costs and meet client expectations, but few can claim success. In this viewpoint we argue that a vast majority of companies seem to have started digitalizing themselves aimlessly, with no clear objectives of how they want to move forward. It's time to re-examine the facts and adjust the course.
Find out more
Defining the digital organization
Dr. Michael Opitz, Fabio Matera
Digital transformation is one of the most important changes that the financial industry faces these days. This transformation radically changes how banks and insurance companies interact with their clients, what products are offered, how they operate internally, and where and how value is created. In order to prepare for this landslide transformation, companies must adapt their organizations to facilitate change.
Find out more

Michael is a partner based in our Munich office, with over 25 years of experience in management consulting. He has been leading our TIME practice in Central Europe since 2013.

Since joining Arthur D. Little in 2010, his main focus of expertise has been on Digital Transformation, definition of innovative operating models, and design of growth strategies. 

Michael’s cooperation with clients is based on long-term trustworthy relationships. His recommendations provide true value to his clients. He is considered a trusted advisor with excellent listening skills.

Recent Publications

Energy & Utilities
Disruption is now
Michael Kruse, Florence Carlot, Kurt Baes, Irene Macchiarelli, Daniel Monzon, Trung Ghi, Rodolfo Guzman, Carlo Stella, Chiara Loreti, Martijn Eikelenboom, Sally Menassa, Pavel Lubuzh, Eddy Ghanem, Alexander Krug, Dr. Philipp Seidel, Dr. Michael Opitz
Find out more
Telecommunications, Information technology, Media & Electronics (TIME)
Telecoms data monetization: Reality, not a mirage
Dr. Karim Taga, Dr. Michael Opitz, Arvind Rajeswaran, Lokesh Dadhich, Jorge Abril-Martorell
Find out more
How to scale your Agile right
Volker Pfirsching, Dr. Michael Opitz
Being capable to react to change with agility is a key requirement for all companies onboarding digital business models or digital products and processes. It is becoming even more of a necessity to compete. Yet large and grown companies, in particular, see many challenges with the necessary balance between agility and stability – implementing agile methodologies outside the technical domain fails in many cases for many reasons.
Find out more
Financial services
Setting objectives and measuring digitalization in Financial Services
Dr. Michael Opitz, Volker Pfirsching
Financial companies are investing in digitalization to improve operational costs and meet client expectations, but few can claim success. In this viewpoint we argue that a vast majority of companies seem to have started digitalizing themselves aimlessly, with no clear objectives of how they want to move forward. It's time to re-examine the facts and adjust the course.
Find out more
Defining the digital organization
Dr. Michael Opitz, Fabio Matera
Digital transformation is one of the most important changes that the financial industry faces these days. This transformation radically changes how banks and insurance companies interact with their clients, what products are offered, how they operate internally, and where and how value is created. In order to prepare for this landslide transformation, companies must adapt their organizations to facilitate change.
Find out more

More About Michael
  • Friedrich-Alexander Universität Erlangen Nürnberg
    PhD in Political Science (Dr. rer. Pol.)
  • Friedrich-Alexander Universität Erlangen Nürnberg
    Master’s degree in Business Administration
  • Theron Business Consulting (now Boardeleven Management Consulting)
    Partner
  • Bossard Consultants
    Manager