Wilhelm Lerner

Partner

Head, Strategy & Organization Practice / Consumer Goods & Retail Practice, Central Europe

Wilhelm links 25+ years expertise in strategy, organization and marketing & sales excellence with broad cross-sector experience to help clients accelerate growth and transformation.

Education

University of San Francisco
Master of Business Administration (MBA)
University Geisenheim
Engineer for Winemaking and Viticulture

Wilhelm is a Partner in Arthur D. Little’s Frankfurt office. His work focuses on strategy & organization development as well as marketing, customer and sales excellence to accelerate growth and transformation on a corporate and business-unit level. Wilhelm heads both our Strategy & Organization and Consumer Goods & Retail practices in Central Europe.

Since joining Arthur D. Little in 1989 after his studies, Wilhelm has served cross-sector clients with a focus on the consumer, construction and manufacturing industries.  

Wilhelm is passionate about helping clients build game-changing strategies in a decade of disruption, as well as identify sustainable sources of competitive advantage to win the hypercompetition battle. He accompanies his clients with the same energy to build dynamic organization capabilities and deliver high-impact, fast-track transformation. 

Recent Publications

Insight: Organizational detoxing
Insight: Organizational detoxing
ORGANIZATIONAL DETOXING TO ANSWER COMPLEX ENVIRONMENTS The momentum of change is accelerating and is transforming markets, ecosystems, and organizations. Whether you call it VUCA (volatile, uncertain, complex, ambiguous), RUPT (rapid, unpredictable, paradoxical, tangled), or something else, the world around us is becoming increasingly complex in an accelerating manner.
Ambidextrous organizations – How to embrace disruption and create organizational advantage
In competitive markets businesses need to embrace two sets of capabilities that are often seen as complete opposites – they have to be fast & creative, while also being productive & scale driven. This article explores how businesses can become truly ambidextrous, providing an outline model that helps to create the right balance within the organization.
Ambidextrous Organizations – Build sustainable organizational advantage
Today’s competitive and highly volatile environment calls for a new kind of flexibility that is not covered by conventional organizational wisdom. Corporate strategies specifically address implications of changing customer requirements, market developments, digitalization, etc., but most often lack tangible guidance on the organizational capabilities needed to address these challenges.

Wilhelm is a Partner in Arthur D. Little’s Frankfurt office. His work focuses on strategy & organization development as well as marketing, customer and sales excellence to accelerate growth and transformation on a corporate and business-unit level. Wilhelm heads both our Strategy & Organization and Consumer Goods & Retail practices in Central Europe.

Since joining Arthur D. Little in 1989 after his studies, Wilhelm has served cross-sector clients with a focus on the consumer, construction and manufacturing industries.  

Wilhelm is passionate about helping clients build game-changing strategies in a decade of disruption, as well as identify sustainable sources of competitive advantage to win the hypercompetition battle. He accompanies his clients with the same energy to build dynamic organization capabilities and deliver high-impact, fast-track transformation. 

Recent Publications

Insight: Organizational detoxing
Insight: Organizational detoxing
ORGANIZATIONAL DETOXING TO ANSWER COMPLEX ENVIRONMENTS The momentum of change is accelerating and is transforming markets, ecosystems, and organizations. Whether you call it VUCA (volatile, uncertain, complex, ambiguous), RUPT (rapid, unpredictable, paradoxical, tangled), or something else, the world around us is becoming increasingly complex in an accelerating manner.
Ambidextrous organizations – How to embrace disruption and create organizational advantage
In competitive markets businesses need to embrace two sets of capabilities that are often seen as complete opposites – they have to be fast & creative, while also being productive & scale driven. This article explores how businesses can become truly ambidextrous, providing an outline model that helps to create the right balance within the organization.
Ambidextrous Organizations – Build sustainable organizational advantage
Today’s competitive and highly volatile environment calls for a new kind of flexibility that is not covered by conventional organizational wisdom. Corporate strategies specifically address implications of changing customer requirements, market developments, digitalization, etc., but most often lack tangible guidance on the organizational capabilities needed to address these challenges.

More About Wilhelm
  • University of San Francisco
    Master of Business Administration (MBA)
  • University Geisenheim
    Engineer for Winemaking and Viticulture