Siemens 2006 Annual Report Download - page 26

Fit4More
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What does “high-performance culture”
really mean?
“Let me give you a concrete example.
We at Med set out to build the best
magnetic resonance tomography scan-
ners in the world. All our processes were
carefully designed to achieve this goal.
The devices we developed are now mar-
ket leaders. Intensive and open commu-
nication within the team at every stage
of the project was the key to our success.
For me, a high-performance culture is
one in which efficient processes yield
world-class results.”
Dr. Robert Krieg, Head of Molecular
Imaging, Siemens Medical Solutions
Establishing leadership excellence
Siemens Leadership Excellence (SLE) is
our program to prepare our managers for
the challenges of today and tomorrow.
We’re convinced that first-class results can
be achieved only through first-class man-
agement. In a corporate culture that fos-
ters and rewards top performance, our
managers are the trailblazers.
Our SLE program prepares managers
for their future roles very concretely by
linking Siemens-specific topics to man-
agement methods and leadership skills.
The principles behind the SLE curricu-
lum – “leaders develop leaders” and
“interactive learning” – account for the
extraordinary nature of the training that
the program provides. “Leaders develop
leaders” means that top executives,
including Managing Board members, par-
ticipate in SLE courses, sharing their expe-
riences with course participants and even
enrolling in seminars themselves. “Inter-
active learning” is also a key component
of SLE offerings. Presented with challeng-
ing situations, individuals demonstrate
their management skills and then receive
direct feedback from fellow participants
and coaches. In workshops with world-
renowned experts, they also learn new
techniques for achieving management
Improving career prospects for
scientists and engineers
We’re a technology leader in many areas.
And that’s essential in today’s business
environment, where companies that fail
to launch new products in time are
severely punished. Our technology lead-
ership depends on having people with the
know-how, dedication and persistence to
drive innovation, even when the going
gets tough. That’s why we’ve established
attractive new career tracks for our top
scientists and engineers.
Today, our technology experts can
channel all their energy into developing
innovations. They’re no longer required to
deal with the organizational duties typi-
cally performed at management level. An
intense focus on their areas of specializa-
tion enables these experts to create the
products and solutions that will benefit
our customers and investors tomorrow.
During fiscal 2006, we identified and des-
ignated key experts at the top- to middle-
management levels in promising high-
tech fields. Our aim is to continue
expanding our network of experts in
order to maintain our unparalleled tech-
nology know-how – the know-how that
spawns the outstanding innovations indis-
pensable for success in the global market-
place.
these people challenging and rewarding
careers, foster their personal develop-
ment and groom them for future leader-
ship positions within the Company.
Siemens’ global management team
demonstrates a strong personal involve-
ment in cultivating our high potentials.
Members of the Managing Board regular-
ly hold interactive Web conferences with
our top talents, giving participants the
opportunity to discuss important Com-
pany-related issues directly with our
executive managers. In addition, our
next-generation leaders from around
the world regularly meet personally with
President and CEO Klaus Kleinfeld.