[16] Roland Berger successfully established a business model previously known from the United States in Germany.

[21] Against this background, Deutsche Bank gradually acquired a qualified majority stake in Roland Berger from 1987 onwards.

[25][26] After Deutsche Bank's entry, Roland Berger was able to almost double its turnover, which was mainly due to the globalization of its activities.

[27][28] Due to regulatory requirements, however, the company was denied access to the U.S. market, so that it increasingly focused on the East.

[29] After the fall of the Iron Curtain, Roland Berger founded subsidiaries in countries of the former Eastern Bloc.

[30][31][28] The fall of the Berlin Wall opened up additional opportunities for growth in the domestic market for the company.

As early as December 1989, Roland Berger began building its business in the German Democratic Republic, where it quickly became the leading management consultancy.

[56] His appointment marked a cultural change for Roland Berger,[57][58] and the entire management team was significantly rejuvenated.

[63] The management team includes Tijo Collot d'Escury, Sascha Haghani, Satoshi Nagashima, Olivier de Panafieu, and Stefan Schaible.

A majority (145 persons) is resident in the European Union, with only Germany (86) and France (19) being represented in double figures.

[65] Currently, Marcus Berret (Chairman), Denis Depoux, Wilfried Aulbur, Robert Henske, and Didier Tshidimba are members of the board.

[74] Roland Berger advises leading international industrial and service companies as well as public institutions on topics such as management and business models, innovative processes and services, mergers & acquisitions as well as private equity, restructuring, and the management of large infrastructure projects.

[77] Roland Berger develops and bundles its know-how in global Competence Centers that specialize in different industries and functional areas.

[78] Roland Berger was involved in numerous initiatives and pro bono projects at the national and international levels.

[83] In 2005, Roland Berger launched the Best of European Business competition with Financial Times Deutschland and Manager Magazin.

[84] It was aimed at exceptionally successful companies and managers[85] who had rendered outstanding services to the European economic system or who had attracted attention, for example, through extraordinary innovations.

[89] They demanded a European alternative as a counterweight to the market leaders Fitch, Moody's, and Standard & Poors.

[98][99] The press was skeptical about the establishment of a European rating agency, and Spiegel magazine spoke of a "castle in the air from Brussels".

[102] The project received the approval of several investors,[103] whereupon Roland Berger announced the start of business operations in 2012.

[104] Nevertheless, implementation proved difficult,[105] so the consulting firm put an entrepreneurial solution up for discussion.

[108] It specifically supports digital ecosystems in the areas of smart data and artificial intelligence and connects Europe with high-tech hubs in Palo Alto, Shanghai, and Shenzhen.

It enables established companies to research innovations, come into contact with the necessary technologies, and implement them in concrete projects.

[118] In 2004, the opposition in the German Bundestag criticized the payment of millions in fees to Roland Berger by the Federal Employment Agency (BA).

[119][120] They denounced the execution of core tasks by third parties, while BA head Florian Gerster regarded external expertise as indispensable for modernizing the agency.

[121][122] On the talk show Sabine Christiansen, Christian Wulff accused Roland Berger ad person in 2004 of providing expert opinions for the SPD state governments of Lower Saxony at exorbitant fees, while state parliamentary motions by the Greens were comparatively more substantial.

[130] However, observers emphasized that it was only the controlling system introduced by Roland Berger that revealed Walter Bau's desolate economic situation.

[131][132] In 2006, journalist and non-fiction author Thomas Leif published a book in which he takes a critical look at management consulting.