After a global bribery investigation that lasted several years, the CEO of Siemens was asked to resign in 2007, and Loscher, then the president of Merck, was brought in to replace him. There was no question that the company needed to change--and quickly. The scandal provided the necessary sense of urgency in the company's ranks, and the new CEO set out to reorganize the top three levels of management, replacing from 40% to 80% of executives in each. To make the process transparent, each of the positions was benchmarked externally. He centralized decision making in the managing board, streamlined board membership, and created a new position for legal counsel and compliance. Then he turned to the country organizations, whose strength was one of Siemens's secrets to success, but whose growing autonomy had created an eclectic collection of local businesses. Loscher made one person accountable for global performance in every business, grouped the country operations into one fifth as many clusters, and established a steering group to oversee the whole. He added an environmental portfolio to the company's strategy and refocused the top managers on customers. And he put two women on the managing board. "If you want to change a big, complex organization like Siemens," he says, "you have to make your agenda known, and you have to communicate in simple terms."

【書誌情報】

ページ数：6ページ

サイズ：A4

商品番号：HBSP-R1211A

発行日：2012/11/1

登録日：2014/8/20