Value based management has been one of the major financial topics of the last 15 years. The concept originated in the United States and made its way to Europe, challenging how financial management is handled in an enterprise. It has forced many companies to re-evaluate their financial focus, often leading to drastic strategic changes. However, even though the terms “shareholder value” or “value based management” are discussed widely today, the underlying ideas of the concept are not always clear. Is it really sufficient to switch from one way of measuring financial performance to another, more sophisticated measure? Take Siemens, one of the best known examples of a company applying value based management throughout its organisation. How did they really anchor value based management in their organisation? And what are managers doing differently today compared to 10 years ago? Can value based management help to address the challenges which many companies face after the drastic developments of the years 2008 and 2009?
Dr. Thorsten Truijens has been involved as a lecturer at the University of St. Gallen since 1992. He is currently teaching accounting and finance on the graduate level. Additionally, he is teaching at the Omnium Global Executive MBA Program of the University of Toronto, Canada, and the Kellogg-WHU EMBA Program as well as various other institutions. In the main job, Dr. Truijens is managing director of a consulting firm, specialised in the field of corporate financial management. He holds a MBA degree from the Kenan-Flagler Business School, University of North Carolina at Chapel Hill and a doctoral degree from University of St. Gallen.
Note: All information is accurate for the 2017-2019 academic year and is subject to change for future classes