No personal perfection, but only collective perfect!

Concerns recently about the U.S. sale of the infrastructure ports to a company headquartered in Dubai, or the objections of France on the sale of a production company Danone sour milk - but the French still called ” valuable things country “- again affirmed nỗi anxiety is growing that the process of globalization is forcing developed countries must pay the price in employment. However, according to Klaus Kleinfeld, CEO of Siemens - electronics leading German - then “it will limit economic growth in the future. And the leaders should have the responsibility to explain the positive aspects of globalization “- he said.
With revenue of 91.5 billion USD in 2005 and headquartered in more than 190 countries, Siemens carrier operating in various fields ranging from energy, transport, automatic control, health to lighting and building technology up. Germany, where Siemens put the headquarters in Munich and Berlin, is recognized as a leading export in the economy are increasingly are global.

At age 48, Kleinfeld is seen as leaders young and straightforwardly in Germany, while a person carrying a strong culture of American business after 3 years at the headquarters of Siemens in the United States in New York.

Kleinfeld is confident that the increased flexibility in work will drag in many positive outcomes and benefits for workers. “If you want to join in and winning the competition, companies must be aware of the world to adjust. Only by doing so, they ensure that the new job, can even create multiple locations to work for the new work “- he said.

With 460,000 employees worldwide, the company is 159 years old this business use of private workers eighth largest in the world. The business unit of Siemens in Germany to have 165,000 employees and operates very expensive, but they are not a burden for corporations. “The team group in Germany in the number of nuclear most effective of us. They bring our products to the market in the world with speed quickly. You never change a winning team “. Customers from all over the world always came to the factory of Siemens in the remote region of Germany to learn about the product most advanced. “The increased profits are not important in bringing speed products to market and quality, style of the product. It is not a price game alone “- Kleinfeld said.

The expansion of the global Siemens has raised concerns about “the sea” in Germany. “The off concept is a sad laugh for a multi-national companies. Ben hip your partner? “-Kleinfeld asked. ‘Ben my hip in India and China also many as in Germany or the U.S. “. Siemens will continue to expand the scope of activities to the developing regions where sales are increasing. “I really see there are many opportunities for international business than are emerging from the regional development such as India and China” - he said.

The German electronics company will invest in most of the opportunities that they have the ability to bring profits. Are not limited to the financial problem, but the expanding market of Siemens must always bear a greater pressure is a lack of people who have enough energy to lead the business in new markets.

In the modern world, knowledge and technological innovation does not stop, so if you’re talking about a kind of competitive advantage can exist long term, then perhaps it is quality, capability of the human person that you have, as well as how they work in a collective mounted. This point, the leaders of Siemens are evaluated based on the ability to manage general (such as skills analysis, that …) and characteristics of how (the discipline, self-awareness and ability convinced …). In addition, Siemens also regularly search the operator with features or so private schools, as training on accounting, engineering, foreign languages or the information industries. ‘What I want to see a specialist personal care and patience to pursue to the end to understand the nature problem “- Kleinfeld said.

Export technical Germany

Once you get Ph.D. in strategic management at the University of Wuerzburg, Germany, 1992 and a master’s of business administration and economics at the University of Goettingen, Kleinfeld join Siemens in 1987 in parts of the business and marketing . He assigned the task to establish consulting division of the Siemens management and as the vice president of technical team of medical companies in 2001, when appointed operating the business of the company in the U.S. in New York. One year later, he was appointed chief executive officer of the base of Siemens in the United States. To 2004, his return to Germany in 2005 and was appointed chief executive officer of the company. Within a few months, he has sold portions of the business machine receiving hand-held mobile is the problem for BenQ Siemens in Taiwan.

Go with Siemens, Kleinfeld has changed the structure corporations to 3 times, but that is because Siemens. “To be a multi-sector corporations successful, you need to succeed in each individual sector, from health care, transportation to communications. You have different opponents in each sector, and you need well that the opponents “- he said.

Meanwhile, corporations are always taken the interrelationship assistance to be able to improve the performance of individual sectors. An example of the benefits of multi-sector corporations is illustrated by Siemens to buy back Flender Group, a manufacturer system communication industry, in 2005. Demand for products of Flender increased remarkably, because the business division of Siemens now has brought this product to 190 countries, instead of only 20 countries as before, where there Flender distribution networks of their own .

A multi-sector corporation will work more effectively when a lot of work to customers with complex structures. Kleinfeld described Examples of the airport as a market segment growing well with diverse needs, from security systems to service coordination, as the cold, heat, telecommunications are the sectors that Siemens is very expert. Siemens has even built an airport renewable styled models near Nuremberg to deploy and test products for airports, including systems guide parking, luggage transport, as the system procedures for passengers … “By doing so, Siemens can help customers identify the way technology is leading to the beginning” - Kleinfeld said.

Do not use “Those who prefer to control”

Managers are working in the global economy must always think on the international, but action with a local nature. Casting this position CEO of a number of principles so that we can become leaders succeed, and each principle is accompanied by a no warning.

First, leaders need to “create a deterrent” and challenges for ourselves, to improve its ability themselves, must simultaneously master the details of all activities in their areas, but they must learn to Coping and authorized to work under the cap. “You can not operate their organizations as an appropriate control” - he said.

Second, leaders need to know to encourage the staff dynamic and creative, but with conditions they completely trust in the manager not to the level where their actions fatuous. “With freedom of enterprise, sense of responsibility is a” must think the worst consequences can happen to the company, prior to any action anything “. If you’re turbidity holes on a train at the bottom of the water mon, you risk making all the boats were dam. Types of behavior that is not a concept or “.

Thirdly, respect for colleagues, the ability to talk and listen to other members of the leadership always bring a meaningful decision for all members of the company, especially in this era of electronic this. Kleinfeld said: “You do not have the right to treat others often, though you have to do the rest”.

Wednesday, the operator needs to do the very end of his playing and, because “there are two sides of an issue”. Leaders must maintain the independence of individuals, but at the same time they must be those in the collective, as a lever for resource and information of the team.

Finally, Kleinfeld asked again which he called “exorcise leaders about” their own: “There are no perfect individuals, but only collective perfect”.