Peter L shear as CEO of Siemens in July 2007. It was one of the most turbulent times in the history of the company, how the company is paid by a compliance scandal involving hundreds of millions of euros in bribes suspected cocoons and had billions of dollars in fines and fees to clear his name. Furthermore, the company’s operating groups were below average their peers in terms of profitability, and had been for some time. In addition to the challenges, the first L was run shear outsider peaceful accommodation … Read more »

Peter L shear as CEO of Siemens in July 2007. It was one of the most turbulent times in the history of the company, how the company is paid by a compliance scandal involving hundreds of millions of euros in bribes suspected cocoons and had billions of dollars in fines and fees to clear his name. Furthermore, the company’s operating groups were below average their peers in terms of profitability, and had been for some time. In addition to the challenges, the first L was shear outsider Siemens run since the company’s inception in 1847. After his arrival L shear quickly moved to the organization, assess a global, multi-line technology and engineering company with over 475,000 employees and more than 66,487 sales and 3,345 million million net income. Klaus Kleinfeld is the current CEO had improved company performance, the company is driven to more globally oriented and sold underperforming and non-core activities. However, his tenure was cut short by the bribery scandal. If L shear arrived, he felt the company was too complex, individuals lacked accountability and considerable tension between the center and the regions existed. L shear used the crisis to reorganize the company of 10 hours of groups to 3 sectors allow to introduce regional clusters smaller markets focus on sales, make the “right of way” of the global economy, to simplify and improve financial reporting, sales expenses to the vertical market. In addition to the changes, the shear L made the corporate structure, employee attitudes, he turned and renewed the entrepreneurial and innovative spirit among the leaders in the organization.
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from
Jesper Sorensen,
Sara Leslie Gaviser
Source: Stanford Graduate School of Business
21 pages.
Release date: 07 October 2010. Prod #: SM181A-PDF-ENG
Siemens: Building a structure for performance and responsibility (A) HBR case solution driving

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