SIEMENS: BUILDING A STRUCTURE TO DRIVE PERFORMANCE AND RESPONSIBILITY (B) Case Solution
In the spring of 2010, 3 years after presuming the position of CEO of Siemens, Peter Löscher felt that his modifications were taking hold. Though the worldwide recession had actually provided significant difficulties, the company was relocating the best instructions. Under the management of Löscher and the revamped Managing Board (Vorstand), the business had actually helped make a series of significant shifts to its method and business structure. Löscher kept in mind, "If you recall at the last 3 years, we have actually made the fastest business rethinking of any commercial business worldwide." (See Exhibit 1 for Siemens' monetary efficiency.) Exactly what the numbers did not expose, nevertheless, was exactly what Löscher thought to become the most significant effect he had actually made: a change of workers' mindsets and a restored feeling amongst the supervisors in the company.
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