Focus primarily on the major change that is taking place at Siemens under CEO Kleinfeld.
Some of the issues to think through include: (a) his vision/goals strategies and how he implements them; (b) leadership style and how he performs his function; (c) culture change; (d) local HR legislation; and (e) feasibility of aggressive change.
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Siemens has in the past been caught up in corruption allegations and scandals that have seen the giant corporation loss money and reputation in the corporate world. The coming in of the Klaus Kleinfeld as the new CEO of Siemens in 2005 saw major restructuring in the way that Siemens conducted its business activities. This paper analyses the major change that is taking place at Siemens under CEO Kleinfeld
Since taking over the leadership role of CEO at Siemens, Kleinfeld has been able to effect major changes that have not only lifted the corporate image and reputation of the German multinational corporation but has also hit the internal earning targets for the first time in 2007 since 2000 (Ewing, 2007). Below are some of the major changes he affected.
Vision / goals strategies:
Kleinfeld goals were to cut costs and to drive Siemens profits in all its business units to the roof tops. His vision was to transform the corruption ridden multinational corporation which had been described as cumbersome in to a more effective, efficient and leaner organization (Ewing, 2004). When Kleinfeld took office as the CEO, Siemens had offices in 190 countries with sales and made sales of more than $ 114 billion. At the time though the corporation was not only riddled with corruption cases but was also slow to respond to market changes and ...
This solution discusses the major change that is taking place at Siemens.