Henning Hagen

Henning Hagen

Seattle

Henning Hagen is an advisor to executives in the technology and communications ecosystem at Strategy&, PwC’s strategy consulting group. Henning is a Principal with PwC U.S., based in Seattle, and has been a strategy consultant and TMT practitioner for 15 years.

He co-leads the firm’s strategy consulting business for the U.S. technology sector, and is a co-leader of the Kaztenbach Center in the U.S. Prior to joining PwC, Henning was a partner at Booz & Company and a Principal at Katzenbach Partners in the U.S., and worked in strategy and M&A roles for Siemens AG’s communications division in Munich, Germany.

In his work with executives, Henning specializes in:

Henning frequently authors thought leadership pieces, most recently Strategy&'s 2017 Technology Trends, and has been quoted as an authority by the Financial TimesCIO Magazine, strategy+business, and Forrester Research.

He holds a Masters in Business Administration and Economics (Dipl.-Kfm.; summa cum laude) from WHU – Otto Beisheim School of Management in Germany and studied abroad at ITESM in Guadalajara, Mexico, and at Leon Recanati Graduate School of Business in Tel Aviv, Israel.

* Fit for Growth is a registered service mark of PwC Strategy& LLC in the United States.

Authored articles

  • 2017 Technology Trends

    The next winning strategies

    What does the increasing power of the Big Five and their Chinese Challengers mean for the technology industry as a whole? Winning in the tech space is no longer simply a matter of understanding a customer need and using a new technology or channel to build a product or service value proposition to fulfill it.

    The Big Five have succeeded by developing a clear strategic identity, the distinctive set of capabilities required to translate their strategy into winning business models, and a well-defined portfolio of platforms, products, and services.

    There is no inherent reason why the Next 20 can’t follow the same playbook, define a strategy and capabilities system based on a strong identity, build a future-oriented operating model and cost structure, and leverage a distinctive talent base and culture to differentiate themselves by customer value. That said, it is certainly not wise to choose a strategic identity that puts one in direct competition with Alphabet, or Amazon, or Facebook. But given the multitude of growth areas, new technologies, and cross-vertical disruptions surrounding technology companies, there is still ample opportunity to define winning strategies and create new multibillion-dollar businesses — even in areas where the Big Five and Chinese Challengers are already competing as well. As long as the Next 20 (and beyond) don’t try to do too much with too little commitment, there is hope and a lot of opportunity.

    As for the Chinese Challengers, they are both helped and hindered by their established dominance in their home market. That market will potentially be larger and more lucrative in the long term than the U.S. market; China already exceeds the U.S. in online customer count and in mobile phone users. But as these companies begin to compete in international markets, they will have to force themselves to build capabilities that are not very important in their home markets. In some ways, they are already rising to this challenge — they are fierce and persistent competitors — but they have not yet demonstrated the type of product or business model innovation that can easily translate beyond China and that would allow them to play the kind of global role that the Big Five play today.

  • 2015 Technology Industry Trends80% of #tech companies should focus on revenue growth (not margin improvement) to drive shareholder value via @strategyand http://#
  • The mandate for multichannel retail: Evaluating supply chain models
  • Mobile carriers’ retail dominance under attack: Shifting tectonics in the U.S. wireless category
  • The Coming Wave of "Social Apponomics"