DMR BLUE TRANSFORMATION & PEOPLEMANAGEMENT (FOKUS: GLOBAL LEADERSHIP)

DeteconManagementReportblue•2014
Transformation &
People Management
www.detecon-dmr.com
DMRDetecon
Management Report
2014
blue
Special
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Pay us a visit at www.detecon.com
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Detecon’s business fields put us right in
the middle of one of the most exciting sea changes of
our time: the networking of global information and communications.
Interviews with
Michael Kamsteeg, E.ON :
A Sustainable Transformation Program Strengthens Competitiveness
Dr. Fanchen Meng, Heidrick & Struggles :
On the Importance of Intercultural Skills in the Context of Global Leadership
Dr. Leena Pundt, Otto Group :
Diversity Management – a Catalyst for Economic Success
Georg Habenicht, BuyIn :
„There is No Equivalent to Paris in Germany“
Reza Moussavian, Deutsche Telekom AG :
„Our Approach is Self-Empowerment“

1 Detecon Management Report blue • 2014
Dear Readers,
Many companies find themselves trying to deal with a market environment of overwhelming
complexity and maximum dynamics, moving at such a velocity that rigid local large corporate
structures and hierarchical “command and control” management methods cannot keep pace.
Established companies are being shunted to the side more and more often. Enterprises designed
to focus on constantly increasing efficiency are losing ground in competition with innovative
startups or are disappearing completely from the radar screen. This is primarily a cultural rather
than a strategic problem. A well-known Stanford professor once said: “Corporate culture without
strategy is meaningless. And a strategy without corporate culture is powerless.”
So what ingredients do companies, especially their management, need to secure their success in
the future? What can be done to ensure that transformation and innovation capability become
firmly established in the corporate culture, the cultural DNA? And what are the features of suc-
cessful transformation programs and their orientation in which efficiency and innovation are not
mutually exclusive?
In our search for the answers to these questions, we initiated dialogs with transformation experts
from various enterprises, seeking to determine the common success factors and lessons learned
which would enable us to present a range of examples showing how transformation competence
can be anchored in a company – whether in the form of transformation programs such as those at
E.ON or of a separate unit like “Group Transformation Change” at Deutsche Telekom AG. Our
special attention was devoted to the new, intercultural challenges which the leaders must confront
head-on in these novel and agile structures. For instance, we cast an intense spotlight on the
cultural differences between the Asian and European regions and went into especially deep detail
while examining the European differences between France and Germany. As we did so, it was
important to us to differentiate in our perspective and to see cultural differences as strengths and
enrichment – far removed from any classic stereotypes.Taking as our model diversity management
at Otto Group, we show how the created diversity (which is not restricted to the single criterion of
the various nationalities) can be exploited and steered. We describe the tried and tested method of
“organizational energy”, which reveals toxic and corrosive developments in companies, as a means
of making cultural changes and transformation requirements visible.
Come along with us on our “transformation journey” as we explore global leadership, cultural
change, and transformation best practice! I trust you will find inspiration as you read these articles
and wish you the best of success in applying what you learn from them!
Marc Wagner
Partner
Global Lead Transformation, People Management & Integral Business
Transformation &
People Management

Content Leadership in the 21st
Century
How Are Executives Responding to the
New Requirements? 4
Shared Leadership
Do We Need a New Leadership Paradigm? 6
Interview with Dr. Fanchen Meng, Partner at Heidrick & Struggles
On the Importance of Intercultural Skills
in the Context of Global Leadership 8
Interview with Georg Habenicht, Vice President Procurement Academy,
Culture and Change, BuyIn
„There is No Equivalent to Paris in Germany“ 14
Smart Working@Detecon
Why Is There a Punching Bag Hanging
in the Coffee Lounge? 18
Transformation Culture
On Course to an Innovative and Agile Company 22
Interview with Reza Moussavian, Vice President Group Transformational Change,
Deutsche Telekom AG
„Our Approach is Self-Empowerment“ 24
Intrapreneurship
Innovation – a Core Element of Corporate Culture 30
Interview with Michael Kamsteeg, Director of the E.ON 2.0
cost reduction and restructuring program
A Sustainable Transformation
Program Strengthens Competitiveness 32
Editor:
Detecon International GmbH
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DMR@detecon.com
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Thilo Kusch (Chairman)
Executive Board:
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Frankfurt/Main
Photos:
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Interview with Volker-Gerd Westphal and Thorsten Scharf
from the Ministry of the Interior of the State of Brandenburg
Restructuring and Transformation in the Public Sector:
Challenges, Potential, and Trends in the Modernization
of Public Administration 36
Pro bono Project Geekettes
Boost Female Tech Community! 40
Interview with Dr. Leena Pundt, Otto Group
Diversity Management –
a Catalyst for Economic Success 42
Leadership in a State of Transformation
Money Is Not Everything – Three Theses on
the Subject of Leading Generation Y 48
Sustainability Performance Management
Integration and Management of Sustainability
in a Corporate Context 54
Transformation Journey
About the Paradigm Shift in Working and
The Tale of Change and Transformation 56
Organizational Energy
A human energy and leadership capability
view on transforming organizations 62
The Authors 68

Leaders have a major role to play during transformation and the realization of corporate
cultures. We have collected innovative examples of actions that strengthen culture during
interviews with representatives from leading DAX companies. The shift in focus to the
employee and the team is accelerating.
A
How Are Executives Responding
to the New Requirements?
lot is expected of today’s executives. Leadership can no
longer be narrowly defined as synonymous with management;
it must ultimately inspire and foster employees so that they also
take a part in shaping the company’s future. Leaders should
convey a culture, not just business figures, and should do so as
far as possible in harmony with the divergent expectations of
five different generations. Leaders will not focus exclusively on
processes, strategic goals, far-sighted planning, and budgeting,
even though these aspects ensure that a company operates well.
They must go above and beyond these duties to instill a vision in
employees, to show support and interest in others, to motivate,
to provide a sense of purpose, to create teams and coalitions, to
offer trust and empathy. The ideal executive has – metaphorically
speaking – two cords hanging from the ceiling in his/her office:
one for manager, one for leadership capabilities. Keeping the
system in balance requires the leaders to pull on both cords.
Changed team structures
In the opinion of HR experts and executives from various
companies whom we surveyed last fall, the most dramatic
changes are in team structures.* There are virtually no executives
managing self-contained areas. The employees are scattered
among different rooms, departments, states, across Europe,
even around the world, and the team’s make-up is increasingly
heterogeneous. The spatial distance frequently means that team
leadership is possible only in virtual form. In view of these
kinds of conditions, it is important for executives to clarify the
areas of responsibility unambiguously, to develop an eye for
the big picture, and to listen closely to employees. They must
be able to recognize problems at an early stage and to respond
appropriately.
“A good executive gives tips, challenges, allows
mistakes to a certain degree and tolerates them if
people are open and honest in dealing with them.”
Vice President Project Controlling, DAX 30 Corporation
The required foundation is the appropriate error culture. Can
conflicts be addressed frankly? How are conflicts resolved?
Most HR experts recommend off-site meetings as a way to gain
distance. Sometimes the spatial circumstances can make the
decisive difference for frank resolution of conflicts. The same is
true of team events. A team can grow together in a completely
different way when taken outside the corporate context.
Constant change makes it is especially important to bridge
phases when the team does not know exactly what the final
direction will be and tremendous uncertainty is dominant.
Everyone, both employees and executives, must demonstrate
flexibility in their thinking processes. In the future, the role of
executive will be played less often by line supervisors; they will
be replaced by project managers who are able to give up power
and who no longer interpret their position as a status symbol.
Leaders are the driving forces behind transformation
Carrying out transformations to their final results is not an
easy task. It demands a leader who embodies the necessity
and relevance of a change. If the transformation process is to
move ahead, a strong leadership network and respect for the
involved people is essential; but above all, there must be an
unambiguous and clearly communicated vision so that emplo-
yees can see exactly – and above all, understand – what direction
Leadership in the 21st
Century
* In compliance with data protection laws, the results are shown in
anonymized form.

the company is taking. This is yet another situation in which
leaders must serve as role models so that they can secure a higher
level of acceptance among employees for change and reorgani-
zation activities. At the end of the day, the transformation can
be firmly anchored in the corporate culture only through leader-
ship and its exemplary conduct.
Relevance of the corporate culture and the key
role of the leaders
Corporate cultures – if properly defined – can facilitate both
change and transformation. Leaders have here a decisive role
in that they exert a multiplier effect in disseminating a living
corporate culture. They can support the reinforcement of new
approaches, values, convictions in a culture, develop and com-
municate a vision; it becomes simpler to remove obstacles from
the path and goals can be planned and achieved more quickly.
As they represent the core of the corporate culture, they can put
their very special stamp on it in a way that the employees alone
would not accomplish.
Follow words with deeds
Almost every company today has its guiding principles which
also encompass the subject of leadership. They are presented
with great pride and solemnity, but implementing them often
runs into trouble. If everyone is to stand behind the guidelines,
they should be drawn up by representatives of all of the involved
parties whenever possible. Good leadership should not be
defined solely in top-down terms, but should equally include
bottom-up perspectives. Moreover, actually living these resolu-
tions is imperative. Leaders are the ones who set a good example
by taking the first step, bearing the torch, and their communi-
cation is not just with words, but with the deeds that follow.
“Example is not the main thing in influencing
others. It is the only thing.”
Albert Schweitzer
Leaders must put employees at the center
In the course of the interviews with our partners from various
companies, we were able to gather innovative examples of
actions to strengthen culture. It has become clear that there is
an accelerating shift of the focal point to employees.
Leadership training programs are not really anything new, but
their benefits appear to be significantly greater when leaders
and their employees participate in the leadership training pro-
gram together. Leadership without employees is not possible,
but, astoundingly, they are integrated far too rarely. Leaders
should not attempt to be the best themselves, but should have
the objective of making others the best. Moreover, they should
concentrate much more on strengthening the strengths and not
on strengthening the weaknesses.
Corporate guidelines can be a lot more than simply guidance for
the entire company; they can also serve as measurement factors.
The payment of variable salary components can be made depen-
dent on the degree to which an executive respects the company’s
values.
Take feedback seriously
Moreover, the employees should be given the opportunity to
provide feedback to their managers describing how satisfied or
encouraged they feel. Is a CEO democratically elected by the
employees a model for the future?
The CEO of one DAX company is keenly aware of how rele-
vant the regular interaction with the employees is. He regularly
invites a group of selected employees from all levels to breakfast
and asks them specifically: “What gets on your nerves? Where
can we improve?” But leaders must also be able to deal with
the answers they receive from the employees – first of all, by
not becoming defensive, and second, by unambiguously taking
them to heart.
The flattening of hierarchies can also be helpful. All academic
titles are done away with in internal communication; everyone,
whether at employee or management level, uses the familiar form
of address. Ways of thinking that focus on rankings decline, and
the related obstacles – which should not be underestimated –
are torn down.
All in all, leaders in the 21st
century must fulfill an incredibly
broad range of requirements. Their success will be contingent
on them putting their employees – not themselves! – at the cen-
ter of attention and on communicating the right culture. Above
all, they must themselves embody this culture in their actions
and serve as a role model at all times.

Short product life cycles, complex
markets, and a declining half-life value
for knowledge demand more than
just the transformation of the familiar
working environment. The scope of
change involves nothing less than a
re-interpretation of management tasks
and an understanding of this role
in keeping with the times. While it
inevitably brings with it a rethinking of
our work culture, the most significant
impact will come from the shift in the
traditional, vertical management style.
Shared Leadership
Do We Need a New
Leadership Paradigm?

ne of the new trends in the field of management respon-
sibility is “shared leadership”, the distribution of management
positions (co-leadership) among a group or individual team
members. In the view of pioneers in the field such as Pearce
and Conger, the primary reasons for its application include the
empowerment of managers, enabling them to concentrate on
their specific skills and ability, and the maintenance of short
decision-making paths and flat hierarchies. The broadening
of the range of tasks and responsibilities of employees opens
up more space during implementation. In particular, the
assignment of management tasks to employees in close proxi-
mity to customers supports a company’s competitiveness in the
long run. [Marshall Goldsmith: http://blogs.hbr.org/2010/05/
sharing-leadership-to-maximize/] So organizations can profit
from a “diversity of thought” approach to exploit synergies and
strengthen entrepreneurial energy. [Science Journal of Psycholo-
gy, Is Shared Leadership the New Way of Management?, page
3.] Initial studies indicate that shared leadership approaches also
have a greater impact on team performance and productivity
than vertical management styles. [Pearce and Sims, 2002; Pearce
et al., 2004; Ensley, Hmieleski, & Pearce, 2006] The contrasting
model is a multi-layer, hierarchical organizational structure in
which top-down regulations are not adequately coordinated
with managers and employees, putting them at risk of being out
of touch with daily practice.
However, the implementation of a shared leadership model can
also have inherent challenges for a company. A possible outflow
of know-how during the transfer of management responsibility
and neglect of operational business represent high risk. As
a corollary, potential conflicts of interest or internal power
struggles may delay decisions or shift focus from the external
market perspective to a purely internal view.
The pros and cons of shared leadership must be in harmony
with the corporate culture and corporate values. This is not
a rigid procedural model; it must be adapted to the specific
organizational structures, tasks, and experience. [http://www.
huffingtonpost.de/alexandra-hildebrandt/shared-leader-
ship-die-zuk_b_4803248.html] In this context, a common
understanding of goals and cooperation in a spirit of trust are
important. Marshall Goldsmith, one of the world’s leading
O management coaches and authors, describes in the Harvard
Business Review [Marshall Goldsmith: http://blogs.hbr.
org/2010/05/sharing-leadership-to-maximize/] the following
factors which must be considered in addition during the imple-
mentation of shared leadership:
> Assignment of the management authority to the most
highly qualified team members as a means of enhancing
their capabilities
> Precise limits to decision-making authority
> Cultivation of a culture in which people feel free to take
the initiative
> Assignment of discretionary judgment and autonomy to
qualified employees over their tasks and resources
> No second-guessing of decisions which have been made
> Regarding the individual as a resource rather than as a
manager
> Scheduling of follow-up meetings to review progress and
take any corrective measures which are required
Shared leadership is a part of modern understanding of
management which sees management more and more as a task
for the team rather than as individual performance. Employees
are no longer simply the recipients of instructions; they are
given management authority and develop further into co-
entrepreneurs who make the best possible use of available
knowledge and skills. [http://www.springerprofessional.de/mit-
shared-leadership-besser-fuehren/4921152.html#] During this
change and transformation process of collaboration, the clear
definition and observance of tasks, game rules, and authori-
zations is essential. In contrast to traditional, vertical line ma-
nagement, shared leadership offers decisive advantages in terms
of handling complexity, promoting talent, and increasing pro-
ductivity. In actual practice, however, a combination of the two
management approaches within one company, e.g., at the
various management levels, is often sensible and even necessary.
[http://www.wb.besser-entscheiden.org/wp-content/down-
loads/entscheiden_im_wechselspiel_profile21.pdf]

On the Importance of
Intercultural Skills in the
Context of Global Leadership
Interview with Dr. Fanchen Meng, Partner at Heidrick & Struggles

The second characteristic is so-called self-leadership, the op-
timal ability to adjust flexibly to differing conditions in the
surrounding environment. There are three essential elements
here: the ability to adapt, to adjust to a new environment, both
internally and externally, and to different cultures; the emotio-
nal ability, which is especially relevant in companies operating
on the international stage, that enables a person to fine-tune
or change the emotional mood at any time; and the ability for
self-development, which is of fundamental significance in an
environment which is changing as rapidly as the one that con-
fronts us every day.
The third characteristic is the highly relevant capability of hand-
ling intercultural situations, for which Heidrick & Struggles,
for example, has set up its own competence center, the “China
Desk”, in Europe. In my opinion, this is one of the most im-
portant characteristics as more and more companies begin to
operate globally and investments are being made in the global
environment. A person working in a French company in Paris
must understand precisely what opportunities a Chinese or
Russian investor can offer. Naturally, this situation presents
completely different challenges for the leaders at the top of the
pyramid.
MR: Thank you for giving us the opportunity to learn from
the comprehensive knowledge you have gained from your experience
in “global leadership”. We are especially interested in your profound
insights into Asian and European cultures. But let us begin with the
subject of “leadership” in general. What do you regard as the most
important traits for a good manager in the 21st century? And what
are the typical characteristics?
F. Meng: In my view, there are three characteristics in particular
which typify a “good manager”. At the top of the list is a broad
ability to learn, so-called “learning agility”. A manager must
understand the complex global context and be able to draw on
the appropriate “best practice” perspectives. I believe in making
a distinction among four best practice categories: the internal
best practice in a company, the best practice within the industry
– e.g., observing where we are not as good as our competitors
within our industry – then the overarching best practice, and
finally, the anticipated best practice of the future, which is very
important. Of course, there is also the matter of customer orien-
tation, the clear understanding of internal strengths and weak-
nesses, and the knowledge of what contributes to these strengths
and weaknesses in what ways.
D
Executives in globally oriented companies profit
from an international career. But the companies
themselves can contribute to sharpening
the skills of individuals and of the entire team.
Dr. Fanchen Meng, partner at Heidrick & Struggles,
shares his insights into the subject of global
leadership.

Dr. Fanchen Meng is a partner
at Heidrick & Struggles in Paris,
a leading executive search and
leadership consulting company.
After 13 years of experience as a
consultant at A. T. Kearney,
Dr. Meng became Senior Vice
President at Siemens and in the
East/China region, where he had
responsibility for 50 companies
and 30,000 employees. In addition,
he was Group VP and Head of
Strategy Asia at Lafarge Group.

DMR: The subject of intercultural skills is very exciting and a new
challenge in the 21st century because we have a truly globalized
world and companies operate on a global scale. How can I acquire
intercultural skills?
F. Meng: I myself graduated from a top Chinese university. Then
I came to Germany, earned a German degree and my doctorate
at a highly respected university, and then worked in an interna-
tional environment in Germany for decades – in my case, in an
American company. This company then sent me back to China
to manage its branch offices on location in China. But I was not
supposed to limit my activities to working with local clients;
I was also expected to utilize my international experience so
that I could be of service to international clients. People who
have pursued this type of career are becoming more and more
typical, especially in companies operating internationally. The
key point is that, from the corporate and leadership perspective,
the people who have pursued an international career must be
systematically supported and encouraged and the people who
did not gain any international experience during their time at
the university must be given the opportunity to systematically
acquire international skills. All of this must be incorporated into
people’s professional development. This is the challenge facing
managers in companies with worldwide operations.
DMR: This leads us to the topic of talent management and deve-
lopment of managers. Speaking plainly, more must be done to pro-
mote international careers. However, we have often seen situations
in which employees are sent abroad on assignment, where they hold
excellent positions. But when they return, no plans have been made
for them to take over a position. In other words, the program is not
systematic. After returning to Germany, these people end up on hold
in project positions of some kind and are not able to take the next
career step.
F. Meng: I see the same phenomenon happening a lot in France
at the moment. I find it highly regrettable that so many people
with the talent for top management cannot systematically pursue
their careers when they return from Asia despite the extensive
range of international skills they have acquired and are conse-
quently unable to make the desired contribution to increasing
growth, shareholder value, and employment. These are typical
opportunity costs which companies should keep in mind. This
is for me the difference between good and poor management.
DMR: Firmly establishing globalization and an international
background in leadership structures and the development of leaders
are tremendously important success factors for any company that
wants to maintain its position while operating on a global scale. In
your personal view, based on the broad experience you have had,
what are the most common mistakes made by managers in the
international context?
F. Meng: One great mistake when it comes to the subject of
“leadership” is to consider primarily the individual and not
the team structure and the related intercultural environment
in which a manager must operate. There are plenty of negative
examples in this respect, especially with regard to compliance
with corporate governance and the observance of compliance
regulations. For example, top managers from developing coun-
tries fall into “compliance traps” here because they have not
been introduced systematically to the appropriate customs and
structures and have acted as “lone wolves” instead of becoming
a part of a team. I have frequently seen European executives
making the same kind of avoidable blunders when in Asia.
Leadership must take place within a team and in consideration
of the specific cultural environment – this is the only way to give
talent the opportunity to blossom while simultaneously protec-
ting people from making the wrong decisions.
DMR: Team and the ability to work on a team are important
points. What is the challenge in leading teams in an internatio-
nal context? And what are the primary factors for creating “high-
performing teams”?
F. Meng: I believe that two skills are needed to accomplish this.
First of all, a leader must understand implicitly how to manage
different people and their different ways of working as shaped
by cultural differences and how to deal with them. Second,
in my opinion it is of top importance for a manager to create
the fundamental prerequisites for high-performing teams in
the sense of general ambient conditions as appropriate to the
specific business situation, e.g., by setting up flexible incentive
systems. This is frequently much more easily said than done.
I think back to my move from A. T. Kearney to Siemens, for
instance. Siemens recruited me with five members of a team
from A. T. Kearney. The difficulty was to integrate this small
team into the huge team at Siemens. My supervisor at that
time was highly successful in his management of the situation.
Making use of the subject of the cultural background alone is
not sufficient; it must also include embedding in the corporate
cultures and corporate processes.

Global
Lead
DMR: It has also been our experience on many occasions that
the cultural backgrounds themselves do not present the greatest
obstacles; issues arise much more frequently as a consequence of the
backgrounds in corporate cultures. You have been active in business
in many different countries and are still active today, especially in
Germany, China, and France. What differences do you see between
these three cultural areas?
F. Meng: This is an exceedingly complex question. French
management culture is highly elitist. Elitist here means that
the people who really make to the top have all attended certain
grandes écoles [universities] and are united by a common acade-
mic path. These people have often worked in certain positions
in government as well and moved from there into the business
world. You seldom find people in this group who come from
“normal” circumstances, who attended a regular university, and
then worked their way up. These are rare and exceptional cases
in France. My experience in Germany has been that a top mana-
ger can normally look back on twenty to thirty years of profes-
sional experience and has frequently specialized in specific areas
of expertise. The situation in Germany appears to be less elitist
to me. When French and Germans cooperate in a joint venture,
all of the managers could be French and all of the experts could
be German after five years. This is a typical phenomenon which
you will frequently observe.
DMR: So you would say that a career such as that of René
Obermann – who dropped out of the university, became self-
employed, later joined Deutsche Telekom and rose to the position of
CEO in this company – would not be possible in France because he
was not an inside member of these elite groups.
F. Meng: Exactly. I will not say it is impossible – exceptions
always prove the rule – but it is a very rare occurrence. If we
now look at the recent developments in Chinese management
culture, we see that it is still strongly influenced by the founding
generation, just as could be seen at the start of the Industrial Re-
volution in America and Europe. Top managers in China can be
classified in one of two categories. The first category includes the
“self-made” type of entrepreneur, the “self-made man” who, be-
cause he has certain entrepreneurial talents and does not hesitate
to seize opportunities as they present themselves, has become
extremely successful.
DMR: We frequently read that these people have often been very
active in the party, have little education, and come from a rural
background.
F. Meng: No, this perception is distorted. Many of them were
once government employees, or they come from families who
belong to the elite class. Moreover, it is almost impossible in
China to live the American Dream as extolled in the USA. The
second category in which top managers in China can be clas-
sified consists of civil servants who administrate government-
owned businesses and who have proven their management skills
over the course of their careers. They place a really high value
on specialization and obtaining a high level of qualifications.
These are the two types you frequently encounter in China.
Their backgrounds might appear to make them different from
the German or French managers we are familiar with. But the
mentality of the people who are successful here and the rela-
ted modesty is comparable with that of the German generation
from the period of promoterism.
DMR: So you believe that behavior patterns and virtues are shaped
less by culture and are more a result of the phase or era in which the
economic system currently finds itself.
F. Meng: Yes, exactly.
DMR: It will be fascinating to observe the development of the
next generation, the children of the founder generation. Will they
display behavior patterns similar to those we are experiencing in
the Western world, or will this development be different because the
cultural background determines a different direction?
F. Meng: We should not allow our judgment to be clouded by
emotions and must clearly recognize that mastery of the further
developments by the business and political elite presents a
greater challenge for our society than was the case in Germany
at that time. Why? Because China and Chinese companies are
in competition with companies from the Western world which
essentially have a maturing process of more than a century un-
der their belts. I see two trends coming together. One is that
Chinese companies are pushing deeper and deeper into the
Western world, and this has consequences for the management
levels. Western companies must prepare to deal with this by
learning, for instance, how to establish partnerships with these
companies. The other trend is that Western companies still find
it difficult to exploit the opportunities offered by Asian growth
to their own advantage. The Asian growth market differs from
other growth markets such as Africa or the Middle East as well
as from the historical markets in Europe in two fundamental
aspects. First, the Asians themselves have a large class of entre-
preneurs, meaning that there are today, and always have been
in history, large numbers of entrepreneurs. Second, the Asians
are very thrifty, especially the Japanese, which is why adequate

dership
capital is available. If European companies want to grow in the
Asian environment, the next step will be to join forces with
local entrepreneurs and local capital. These are the two trends
which will decide the future success of European firms. The
French tourism company Club Med is one example of success.
It succeeded in pulling ahead of TUI, its largest German com-
petitor, after the large Chinese corporation Fosun invested in
it. This is an issue to which European companies will have to
devote plenty of attention in the coming decades, and it is the
point where the winners will be separated from the losers.
DMR: This can also appear to be an enormous threat. Your thesis
is that the Asians do not need any capital because they have plenty
themselves, and they also have the entrepreneurial spirit and know-
how they need. The level of education and the number of graduates,
particularly in China, has leapt upward in recent decades, and the
quality of education has kept pace with this quantity. Europeans
must now ask themselves what USPs they can offer to set their busi-
nesses apart from that of the Asians. For all practical purposes, there
are none. The future trend will be almost certainly be more in the
direction you have described: Asians will use their capital to buy
into European corporations and gain influence over the European
markets.
F. Meng: This is not solely a threat. On the Asian side, we
find low-cost manufacturing and available capital while on the
European side we have major brands and high quality. If these
two sides can be combined, new markets can be opened up. This
is very easy to see when we look at the best practice example of
Club Med. Club Med was on the verge of bankruptcy. When the
Chinese investors came on board, the company suddenly had
the capital it needed to expand on the Asian markets, especially
in China. It no longer needs any cash flow in this region because
it is able to realize a franchise model as a means of achieving
growth. At the same time, the available cash flow can be put
into the development of the North American markets. When
the Chinese investor entered the picture, the company was sud-
denly able to pursue a completely different business model. That
is the description of this partnership – it is not solely a threat. A
threat exists only if people do not know how they can turn the
opportunities to their own advantage.
DMR: So what seems to be a threat turns into a win-win situa-
tion within a relatively short time. The Asians provide the capital,
market access, and favorable cost structures; the European providers
supply the brand name and the quality. This is particularly relevant
when a European brand in the automotive or technology sectors has
a different image from an Asian brand.
F. Meng: Yes, and the European side has a further advantage in
the form of their established management structures and their
many years of experience with management systems. This must
not be underestimated. The Asian companies can take a lesson
from their European counterparts in this respect.
DMR: This brings us back to the subject of intercultural skills. If,
for example, a French company joins forces with a Chinese business,
both managers, both management structures, both team structures
must have precisely these intercultural skills if the joint venture or
partnership is to be successful. Without these skills, the business will
no longer function.
F. Meng: Yes, exactly.
DMR: As part of a leadership study at Heidrick & Struggles, you
took an in-depth look at the subjects related to talent management
and leadership culture in a growth scenario. What are the most
important results of this study?
F. Meng: There are three important findings from this study
which we have already mentioned. First, it is exceedingly impor-
tant to unite in a partnership, as we have seen in the example of
Club Med. Second, the Asian competence must be represented
at the highest possible management levels, ideally on the super-
visory boards, management boards, or at the executive officer
levels. Third, no one should rely exclusively on specific indivi-
duals; focus should be on the systematic integration of leaders
into a team structure so that the individual managers can be
empowered more precisely and protected from possible blun-
ders.
DMR: So the trend is moving rapidly away from the search for an
ideal individual and in the direction of finding someone who can
work optimally on a team.
F. Meng: Yes, I see this happening more and more in my field.
DMR: We have come to the end of our interview. Thank you once
again for this fascinating discussion. You have genuinely given us
many new insights.

Intercultural cooperation is not a management
buzzword for Georg Habenicht, Vice President
Procurement Academy, Culture and Change at
BuyIn − it is a fundamental aspect of his every-
day work. At the procurement joint venture of
Deutsche Telekom and Orange, which is situated
in Bonn and Issy-les-Moulineaux near Paris, about
250 colleagues from 24 countries work together
on a daily basis to obtain optimal procurement
terms and conditions for their two mother com-
panies. We talked to Georg Habenicht about his
work and the challenges as well as opportunities
which this German-French cooperation generates
for BuyIn.
Interview with Georg Habenicht,
Vice President Procurement Academy,
Culture and Change, BuyIn
„There is No Equivalent
to Paris in Germany“

MR: Mr. Habenicht, let’s start with a question about your du-
ties and responsibilities at BuyIn. You work in the exciting field of
‘Leadership and Corporate Culture’.What does that involve exactly?
G. Habenicht: ‘Leadership and Corporate Culture‘ encom-
passes two primary tasks. On the one hand, we manage the
BuyIn Academy, which is internally responsible for the orga-
nization and execution of advanced training. For instance, we
organize training programs on aspects of negotiations, strategic
procurement or intercultural cooperation. On the other hand,
we take care of BuyIn’s internal change management and BuyIn’s
corporate culture.
DMR: In a company that employs people from 24 countries, this
second aspect in particular probably offers you a lot of opportunities
to learn one from one another.
Habenicht: Yes, exactly. Major elements of our business mission
include the successful creation and implementation of a BuyIn
corporate culture and the building of a bridge between the
cultural differences. That is why we offer so-called ‘Bridge
Training‘ to all our new employees. It helps us to create a
framework in which we can learn one from one another and
profit from the strengths of the various nations to the benefit
of BuyIn. We focus, for example, on special cultural features,
especially in direct comparison between Germany and France.
An analysis of stereotypes, which are of course exaggerated and
not true for all individuals, helps us to identify the typical be-
havioral patterns characteristic of any culture and to respond
appropriately to them. Together we will only be able to move
ahead if we learn to understand each other’s country.
DMR: How would you describe a ‘Bridge Training‘ session?
Habenicht: A ‘Bridge Training‘ session lasts two days. It is a
workshop with a pragmatic rather than a standardized struc-
ture which takes the specific situations of the participants into
account and is oriented toward their needs and experiences. The
objective is to enhance cultural understanding and, by doing so,
to reinforce the BuyIn corporate culture.
The content of our work is based on the principle of perceptions
of ourselves and of other people. We attempt to bring these per-
ceptions into harmony with one another in such a way as to
generate trust. In a next step, we try to familiarize the new em-
ployees with the BuyIn corporate culture. At BuyIn, we work
with the fundamental principle ‘Avoid the friendly avoidance‘.
This means that we want to address and discuss cultural diffe-
rences and issues that may be related to these differences openly
and frankly. Open and constructive feedback as well as transpa-
rent communication are essential in order to achieve this.
DMR: How different are the cultures really?
Habenicht: At the start of the project, we observed three cultural
levels at BuyIn: first the BuyIn level, then the level of the parent
companies Deutsche Telekom and Orange, and finally the level
of the nationalities. Naturally I could say that we all drive on
the same side of the road and that our standards of living are
similar, but when we go into more depth, we determine that
there are incisive differences, too. And the closer the cultures
are, the more important these small differences become.
Every single employee is marked by a complex history. It is
shaped by the individual’s personal environment on the one
hand and by his or her home country on the other. Above all,
this history has roots extending deep into the past of the cultural
development of the specific country. If this development is not
made transparent, it is difficult for someone to understand his
or her culture.
DMR: Do you have any concrete examples?
Habenicht: Yes. There is no equivalent to Paris in Germany, i.e.
a central point in the country where everything happens. At
the beginning, the French often asked us, ‘When will Deutsche
Telekom move to Berlin?’, and we answered, ‘Never’. We have
a number of ‘Parises’, including Berlin, Frankfurt, Hamburg,
and Munich, meaning that because of our history we have a
much more localized and federalist structure than France, where
there is a strong, centralized focus on Paris. These differences are
reflected in decision-making processes, for instance. Germans
are highly consensus-oriented, spend a lot of time in advance
(as the French see it) coordinating topics, and put a lot of effort
into the preparation of negotiations and meetings. Germans
move ahead deliberately one step at a time, according to agreed
rules. Negotiations and meetings for the French, on the other
hand, happen much more on a relationship level. The motiva-
tion for the conversations and discussions shifts according to
the circumstances of the specific meeting and the negotiations.
Another significant difference is related to problem manage-
ment. The knowledge of the subject, the expertise, and the
process are very important for Germans. They focus most in-
tensively on the task in hand. The personal aspect, the general
situation, and the ambience are the most important aspects for
French people – and not the process as such.
D

Georg Habenicht is an architect and has a
Master’s degree in Environmental Planning.
He currently works as Vice President Pro-
curement Academy, Culture and Change for
various initiatives within the context of corpo-
rate culture, change management and advanced
training at BuyIn. Georg Habenicht has been
guiding the transformation of Deutsche Tele-
kom in various management positions within
the Deutsche Telekom Group for more than 29
years, always maintaining a close relationship
to people management issues.
BuyIn is a procurement joint venture in
which Deutsche Telekom and Orange are
equal partners. Founded in 2011, the com-
pany is active primarily in three divisions:
Network, Customer Equipment and Service
Platforms. The company’s headquarters are
located in Brussels, and the majority of the
approximately 250 employees work at the
primary locations in Bonn and Paris. The
joint venture is headed by Volker Pyrtek,
Chief Procurement Officer and Managing
Director of BuyIn.

The two cultures also differ clearly when it comes to the style of
communication. While Germans prefer a highly precise, explicit
form of communication, the French tend to communicate more
implicitly and playfully. But of course I am talking here about
really broad generalizations. The boundaries are not this hard
and fast in reality. But the tendency is definitely there.
DMR: What actions do you take at BuyIn to foster efficiency and
positive attitudes among all of these cultures under one roof?
Habenicht: One extremely important element, while it may
seem banal, was the establishment of clear rules, such as the
Meeting Rules, right from the beginning. These ten rules are
a combination of the habits of the Germans and the French.
One rule, for instance, reads, ‘We arrive in time to greet our
colleagues before starting,’ and combines the punctuality of the
Germans with the warm-up phase of the French. The latter don’t
want to jump right into the subject of the meeting; they want
to engage in some personal chit-chat with their colleagues first.
DMR: Is there an assessment tool to check where employees stand
when it comes to corporate culture?
Habenicht: Our unit is also responsible for the various aspects of
‘employee and customer surveys‘, which is a good tool for this.
The employee survey known as the ‘Mood Indicator‘ includes 21
questions on employee satisfaction along with three additional
questions on internal customer satisfaction. The Mood Indicator
is conducted twice a year. The questions about employee satisf-
action are related to strategy, employee engagement, leadership,
processes, and integration, as these are the aspects which are
essential to BuyIn’s success. The Mood Indicator helps us to
initiate improvements and identify strengths – also in terms of
creating a more open corporate culture. The survey results for
the statement: ‘I experience the communication within BuyIn
as open and respectful‘ make a significant contribution to trans-
parency and success in the company.
DMR: What does ‘corporate culture‘ mean within the context of
BuyIn, and how is this ultimately operationalized so that it is not
just lip service?
Habenicht: The wording of our leadership model has just been
determined within our corporate values: Simplicity, One Voice,
Partnership, Ambition. These concepts reflect the start-up spirit
at BuyIn. Our aim now is to weave these principles even more
tightly into the fabric of our company and to continuously fill
them with examples that make a strong impression.
DMR: You have just touched upon the subject of leadership conduct
– how do you lead a team at BuyIn while showing due respect to
the various cultures?
Habenicht: There are equal numbers of German and French
managers at BuyIn. This was done deliberately to ensure
balance in the management structure and to avoid disharmony.
Moreover, the German CEO and his family have moved to Paris
– a step with powerful symbolic effect to the French as a way
of stating, ‘I am reaching out to you, I want to become more
familiar with your culture.’
But culture plays another important role in the matter of
management. The path to management positions is different for
German and for French people; a French person who did not
study at one of the ‘grande écoles‘ has a hard time climbing
the management career ladder. Furthermore, the French are
accustomed to career paths which move steadily upward – ‘up
and down‘ is almost unimaginable to them.
In terms of content, expertise and process are the key criteria for
German managers, while individual and general management
knowledge is important for the French. We don’t see either of
these approaches as ‘the right‘ or ‘better‘ one. Both leadership
styles are valuable and important if we want to be able to grow
together.
DMR: Are there still challenges in the intercultural cooperation
even after three years of BuyIn, or were such issues primarily
characteristic of the beginning?
Habenicht: Since we have all had a highly constructive
attitude and approached one another with a willingness to
cooperate, our company now functions as a very ‘well-oiled‘
machine. Nevertheless, there are still challenges such as further
strengthening the corporate atmosphere and the joint hand-
ling of the current demands of the market. Trust, acceptance
and tolerance must be constantly renewed. This is an ongoing,
never-ending process, but one which is highly promising for us.

There is a punching bag hanging in a small coffee lounge on the third floor of the work areas
at the corporate consultancy Detecon International; the complete furnishings of a rustic
Tyrolean pub welcome guests to one of the other rooms. This might be the first sign for
visitors that people think differently about the way they work here than in other companies.
The working areas feature creative designs, and the employees choose their workplaces
on their own. Detecon calls this “smart working” – a clever philosophy of work that has
catapulted everyone involved into a new era: a mobile lifestyle in combination with constantly
changing requirements from different projects conducted on-site for different clients.
Why Is There a Punching Bag
Hanging in the Coffee Lounge?
Smart Working@Detecon

ew factors demand a transformation of the working worlds.
In view of the technical innovations now available, the time may
well be ripe for a new way of working.
Higher quality of work – lower costs
Smart working is a holistic concept encompassing a vision
for corporate culture, leadership, IT, organization, and work
environments. It integrates mobile work into the corporate
culture and seeks innovative solutions which make the organi-
zation more agile and the work procedures more flexible.
Smart working promises a number of advantages for both
employees and companies. By making use of modern technolo-
gies, employees can be flexible in choosing their working hours
and styles and determine the schedule of their day’s work them-
selves. Mobile work can be viewed as the first step in the direc-
tion of work-life balance – a countermeasure to the growing
numbers of people at risk of work overload and burnout. The
employees are not the only ones enjoying these advantages; the
companies benefit as well from the greater productivity of their
workforce. Moreover, office space requirements are reduced
significantly and there are savings in travel expenses.
But how to go about implementing smart working in the com-
pany? And how do you lead a team that is no longer physically
present in the office?
Smart working at Detecon
By introducing smart working, Detecon has realized a concept
which integrates holistically all of the demands on a modern
working world. The principle here is unchanged: before offering
a consulting product to a client, you should have mastered it
yourself. The implemented principle is based on the three pillars
of people, places, tools.
All three of these aspects are of fundamental importance be-
cause they function only in harmony and interaction with one
another.
“Places” stands for the dissolution of territorial work areas
such as cellular offices. The architecture of the building and
the partitioning of the available area are key aspects. The
employees require various work environments which provide
the appropriate support for their work styles. In other words,
the rooms must satisfy differing requirements dependent on the
work style. Every employee must have the opportunity to con-
centrate on his or her work at a desk. But there must also be en-
vironments which encourage teamwork or offer a setting for vir-
N

And what comes next?
Detecon is not alone; other companies have implemented parts
of the smart working concept as well. In most cases, however,
their efforts have not gone beyond the architectural aspect. But
smart working is a holistic concept which must be accompanied
by a cultural change. It changes work in many areas and must be
clearly directed by leaders who themselves set a living example.
A critical examination of all of the aspects of the subject is also
of elementary significance. The fear that you must always be
available in today‘s world and can never leave your work be-
hind you is certainly justified. Nevertheless, it is questionable
whether turning off the BlackBerry email access after 6:15 p.m.
as is currently practiced in some large corporations is truly the
ultimate solution. It makes much better sense to strike a ba-
lance between giving and taking. But this cannot be controlled
by formal regulations; the involved employees and managers
must agree with each other on the form this balance will take.
Without an adapted and functioning corporate culture, this will
not be achievable.
Success at Detecon
Despite all the possible objections, Detecon regards smart
working to be a model of success. Perhaps this is due to the
fact that corporate consultants today already work in a way that
may not become reality for employees in other corporations for
another five or ten years. Flexibility, assumption of own respon-
sibility for project work, and virtual collaboration are part of
the job profile for every consultant, even without smart working
concepts.
But in spite of all their flexibility, the consultants have grown
fond of the restructured office building as a base where they can
return from the projects on Friday. They share the latest news
with their colleagues and have a cup of coffee together between
meetings in one of the creatively designed corners. From time
to time, some of the colleagues have even been seen working
off the stress of a difficult week by taking on the punching bag
before setting off on the weekend ...
Detecon has already profited greatly from the advantages of this
approach. The employees have also learned to appreciate greatly
the concept and the new work styles it entails.
The clear conclusion: recommend it to others!
tual meetings. Even rooms which promote informal exchanges
– such as the coffee room with the punching bag – are part of
the concept. All of the areas support differing work styles and
offer to each employee the ideal work environment for the job at
hand. This type of layout also assures efficient usage of the area
– with the resulting significant savings in expenses. While this
is really important, part of the savings must be invested in an
inspiring environment which increases the sense of well-being,
motivation, and performance capability of the staff.
“People” are another key element of the smart working ap-
proach. Employees have a lot to gain from this world, but they
also have a lot to learn at the beginning. What room module
suits my work style, how do I work with colleagues on a project
team when I rarely see them in person and how do I balance the
give and take with them, how do I maintain a work-life balance
within the general framework of mobile work?
When workplace and working hours are flexible, the framework
for the work can no longer be prescribed by issuing formal rules
and regulations. On the contrary, a new leadership culture must
promote a balance.
There are certainly differences with respect to leadership tasks
and the management instruments used as they must relate to
the varying responsibilities of leading virtual teams. Executives
will have to face new challenges such as a decline in the oppor-
tunities to check up on employees and the accompanying im-
portance of trust in employees’ work, forcing changes in the way
roles are understood and clear definitions of responsibilities.
The provision of the appropriate infrastructure and technolo-
gy – the “tools” – becomes an essential element for the realiza-
tion of these principles. Mobile work means a flexible choice of
workplaces made possible, for instance, through secured hot-
spots and complete changeover to cell phone usage. Detecon
as a company goes another step further: tools not only make
mobile work possible, but offer to every consultant the oppor-
tunity to work as he or she sees fit. They can decide themselves
what projects are interesting for them, not only from a hotel
room or while on a train, but on an online platform as well. The
“Detecon Project Exchange” lists all of the projects currently in
preparation and which must be staffed. Consultants can sub-
mit applications to become a part of these projects, thereby co-
determining their assignments to projects. However, this free-
dom goes hand in hand with the responsibility of themselves en-
suring that they maintain a workload of a sufficiently high level.

Transformation Culture
On Course
to an Innovative
and Agile Company
Companies, especially those with a close relationship to ICT, must today be
more agile, more flexible, and more far-sighted in their actions. The firms
which enter into a never-ending learning process – and, if necessary, reinvent
themselves every single day – are the ones which will accomplish this feat.

s anyone can see today, current trends such as globali-
zation and demographic change brought about by the rise of
Generation Y (the “digital natives”) and the simultaneous
decline in the number of “non-digital natives” are advancing the
growth of virtual communication and collaboration. Moreover,
the cultural changes in the way we live and work are increa-
sing the demand for new digital devices and services that can
make life easier and give us greater control. The assumption
is that customers in 2020 will be surrounded by an average of
six different monitors and the Internet access will be available
everywhere. The result would be an increase of 50% in the
number of digital devices sold in contrast to an increase in
world population of only 6% in 2020 (Cisco data compilation
of 2012). There are also projections that 4.4 billion people will
still not have Internet access in 2020, an enormous opportunity
for companies to drive forward innovations which can close this
gap (ITU, “Measuring Information Society”, 2013).
These changes in customer needs along with the unsatisfied
demand call for new disruptive technologies. Cell phones are
being increasingly used for navigation or as appointment calen-
dars, wallets, and other tools. Message services and conventional
telephony are being replaced by apps – lower-priced alternatives
such as VoIP and WhatsApp. More and more products contain
chips which can connect to our phones, and standard services of
physicians, teachers, or trainers are being offered in virtualized
form. The assumption for the long term is that telecommunica-
tions operators will have to be transformed into open platforms
and incorporate additional software services into their infra-
structure (Detecon, “The Telco Challenge”, 2012). The inno-
vation portfolio will contain primarily “B2B2C” models for the
promotion of partnerships which can support trending topics.
Examples include e-health (projected growth of 50% over the
next few years), M2M, cloud, e-mobility, e-payment, and smart
home and grid, which are projected to grow by between 18%
and 37% (trend forecasts from DT, PWC, Machina Research,
2012).
Changing customer needs and new disruptive technologies
will produce new market conditions. Instead of operating all
alone on a local market, telecommunications companies should
cooperate more frequently with partners or multinational com-
panies and new, innovative startups, whether within or outside
of their actual industry, to develop new ecosystems offering net-
worked services to all sectors. The industry will have to consoli-
date if it is to overcome the endless price wars while remaining
competitive.
If companies want to be able to respond effectively to these
challenges, they must develop a transformative culture. Culture
is defined in this context as a comprehensive, convincing,
creative composition of mindset, engagement, and skills which
becomes a component of the company’s DNA and is lived by all
employees and managers. Mastering radical changes and a con-
tinuous transformation process requires approaches to work and
learning which enable a company to become faster, simpler, and
better. Firms must also find new ways to cooperate, to share,
and to stay open to change.
Companies must slowly, but surely, take their leave of an old
world in which the work of individuals, fixed workplaces,
and process-oriented thinking were dominant and hindered
co-creation, collaboration, and flexibility. “Formal learning”
continues to dominate the vocational training programs of
companies – almost 95% of them on average – although this
no longer satisfies the needs of today’s workforces (Sharon Bol-
ler for BLP, 2013). Information undergoes constant change.
In this context, what is more important is fast sharing and co-
creating instead of interminable training sessions in a classroom
atmosphere where half of the content is no longer retrievable
after the end of the lessons, anyway. Instead, companies must
develop new working and learning environments in which
cooperation, social learning, customer-centric thinking, and
flexible workplaces intuitively enable employees and managers
alike to become more agile, more transformative, and more in-
novative – the sole effective response to radical changes.
In other words, companies must develop special units, working
groups, or centers – platforms for a transformational culture –
where the framework for cultural renewal is located. These units
serve as development centers which act on all of these needs
by developing and gathering new working and learning tech-
niques, by offering special training, coaching, and other ser-
vices for managers and employees, and by developing formats
to cultivate and promote new corporate values and principles
throughout the company and in collaboration with partners.
A

Our
Approach is
Self-Empowerment
Reza Moussavian
Vice President Group Transformational Change
Deutsche Telekom AG

MR: What was the baseline and motivation for the establish-
ment of a separate “Shareground” unit at Deutsche Telekom AG?
Moussavian: UIf we want to understand the motivation for the
buildup of GTC, we have to take a closer look at the develop-
ment of the telecommunications market and of Telekom. Over
20 years ago, Telekom sold phone minutes – with a de facto
market share of 100% – and realized 90% of its revenues by
doing so.
We have seen a significant increase in prices in virtually all service
sectors in recent decades (170% to 280%), food prices are about
60% higher, transportation costs have increased by as much as
270% – all price increases far greater than compensation for
inflation. That is not the case for telecommunications services
– a call minute from 1991 costs 94% less in Germany today!
What do you do when confronted with this type of situation?
First strategy: reduce costs. But that alone will never compen-
sate a decline of 94%. Second strategy: acquisition. Purchases
in Southern and Eastern Europe, in the USA, and Debis/
T-Systems. Third strategy: new products. Deutsche Telekom
combines these three strategies very carefully, but we determine
that these three strategies require widely different management
and corporate cultures – from cost and efficiency awareness,
thinking in terms of quantitative KPIs to creative entrepreneurial
visionaries with new ideas and business opportunities. Staying
with only the one group might push us into economic decline,
staying with only the other group might cause us to go ban-
krupt. So we need an intelligent mix of both “cultures” and the
determination of common values, accomplished through intel-
ligent and integrated methods of collaboration, consistent focus
on users in corporate processes, and new, agile working me-
thods. This is what prompted the Telekom Management Board
to establish Shareground, an internal unit driving the transfor-
mation of the corporation along the lines of the aforementioned
points from the inside.
DMR: Creating a culture of innovation and transformation – that
would appear to be a major mission for a relatively small unit.
What is at the heart of your approach?
Moussavian: My leisure-time activities include standing at a DJ
desk on many occasions, and I see my work here as a kind of
DJing. Getting the right settings for the highs, mediums, and
bass – culture initiatives, mixing the right tracks – intelligently
D mixing with new working and collaboration methods. I would
like to make corporate culture tangible. First, striking out on
new paths and aligning concepts with a focus on customers; agile
realization; acquiring the latest knowledge with great efficiency
and on the job, throughout the company and inclusive of all
silos for the benefit of the corporation, not of the individual
departments. Second, “from talking to action” – spending less
time talking about culture and communicating events, instead
making them something to be experienced in operation, and
supporting concrete tasks and building new capabilities for
making decisions and solving problems by the use of methods.
Third, helping people to help themselves, setting up interven-
tions to build up a cross-group community of “transformists”,
and driving forward the transformation ofTelekom from within.
DMR: How can you, in this sense, ensure the dissemination and
permanent incorporation of the subjects into the corporate DNA?
Moussavian: This is a good question, and at some point it be-
comes a great challenge for virtually every enterprise. We pursue
a number of approaches parallel to one another: on-the-job
support of selected top leaders in strategically important trans-
formation projects (“TTT”). We can generate a kind of suction
pulling others along in our wake and snowball our service for
lower hierarchical levels. We are not an extended workbench
that provides resources – our approach is one of self-empower-
ment. We do not conduct training programs, but instead sup-
port, directly and concretely, the presentation of the problems
at their site “on-the-challenge”. This enables the participants
to build up a permanent stock of knowledge which they can
apply and disseminate on their own in following projects – i.e.
self-empowerment.
We believe in the combination of bottom-up and top-down,
which leads us to support grass root initiatives as well – on loca-
tion in the segments, for example. They are very important be-
cause they significantly increase our knowledge about the group
and the quality of our services.
Social media and Enterprise 2.0 technologies are rigorously
used and employed in the corporate context for the transforma-
tion of the culture. Enterprise 2.0 serves as an enabler for our
collaboration principle and makes it possible for us to address
virtually the entire group and all of its entities with transforma-
tion potential.

Finally, we would like to empower the transformation mana-
gers and use them for dissemination, ultimately reaching the full
group mostly through the use of strictly pull initiatives.
DMR: We have to take a moment to go into more detail while
on the subject of “empowerment and knowledge communication”
– to what extent do you exploit the type and nature of your work
to generate impetus in the direction of advanced training, talent
management, and the fostering of employees or similar areas?
Moussavian: We regard ourselves in this respect to be an inte-
grated part of the training and advanced training work at Deut-
sche Telekom and stimulate actions. Our role here is primarily
the development of innovative methods and procedures and
tests of their impact on transformation and innovation. During
this development, we depend on the know-how and support of
other internal experts and service providers – including Dete-
con. If the methods prove to be valuable, we pass the knowledge
on to the internal units specialized in training and advanced
training.
We make resolute use of internal units such as Telekom Trai-
ning for disseminating and securing the “mass suitability” of this
Reza Moussavian is a world citizen with the necessary international experience to handle the launch of new market entries or the
transformation of leading operators. In his capacity as Vice President of the Group Transformational Change at Deutsche Telekom
AG, he drives the Shareground Initiative intended to create and promote a new culture with regard to collaboration, innovation, and
implementation within the company. The Magenta MOOC is only one of the many exciting projects under the auspices of Share-
ground. Moussavian previously worked as Managing Partner for the MENA Unit of Detecon International GmbH and as a strategic
consultant at IBM and PWC Consulting. He has handled assignments in more than 40 countries around the world for clients such
as Telefónica, Svyazinvest, Vodafone, Ooredoo, and Etisalat, for regulatory authorities in the Middle East and South America, and for
investors in the Asian-Pacific region. He preached end-to-end transformation in these cases as well.
Shareground is Deutsche Telekom’s platform for transformation culture. It is an initiative, a dynamic community, which seeks to
drive transformation and networking with others as a means of establishing today the working culture of tomorrow in the company.
Activities include workshops and coaching programs for business teams on the subject of new working and collaboration methods as
well as cultural partnership programs, transformation think tanks, and new experiences for employees, all aimed at creating an orga-
nizational culture oriented to innovation. Shareground’s objective is to enhance effectiveness in the company. Shareground addresses
all employees and calls on them to explore new ways of thinking and to utilize transformation capabilities, to revitalize the executive
suites, and to focus on agile, value-oriented realization which will promote cultural renewal.
know-how and build up a “share pool” which communicates
this knowledge further and assures the broad-based building of
skills in the company. Our actions here make a major contribu-
tion to the acquisition of transformation skills in the corpora-
tion.
DMR: While talking about team and team performance – what
criteria did you actually apply in putting together your team?
Moussavian: During the selection of the employees, we set our
sights on the levels strategic versus operative and challenger and
critical spirit versus optimist and doer. Our objective was to ob-
tain a healthy balance, and we did a good job accomplishing
this.
Living transformation is a fundamental question of attitude. It
means displaying a high level of flexibility, self-organization, and
responsibility for one’s actions. Ultimately, all of the employees
had to bring along the tools for the transformation of situations
with new content.
Naturally it is very important to have the greatest possible
diversity in the team composition: different cultural back-

grounds, business departments, and skills backgrounds. For
instance, there was no effort to include a certain level of HR
skills in the team, but to maintain the broadest possible poten-
tial in our team.
DMR: One focal point of this issue concerns the subject matter
grouped under the heading of “leadership”. Deutsche Telekom
is working at this time on new leadership principles and their
operationalization in management programs or communities.
What shape will these new principles take and, in particular, what
contribution will Shareground make?
Moussavian: Managers are among the major drivers for any
transformation process, but especially cultural transformation.
Managers are catalysts for transformation. The decisive point
is that they serve as models for the transformation through
consistency in values and a positive fundamental attitude toward
the company and its employees. This attitude has been codified
in the Leadership Principles which read: Innovate, Collaborate,
and Empower to Perform.
What does this mean? An entrepreneurial mindset is at the focus
of attention, i.e., creating something new and driving it for-
ward toward the goal in collaboration with their own teams to
the benefit of the whole, the corporation. The aim is to make
use of new working methods which enable managers and their
teams to move ahead with things more simply and with a greater
orientation to customers and costs. This will succeed only if
people work together efficiently and effectively, releasing indi-
vidual potential and breaking down barriers – the basis for all
innovation.
One approach used by our unit in this respect is the Simpli-
city Initiative – this goes deeper than just simplification and
increasing efficiency to cover in particular the creation of a cul-
ture of trust which has the effect of reducing complexity. When
I collaborate with colleagues and employees, I must trust them,
permit them to make mistakes, and open up opportunities to
try out jointly new and innovative subjects and, together, to
advance them successfully.
I can create a culture of error and trust open to innovation only
if I apply “Empower to Perform” each and every day and con-
cern myself in particular as a manager with the question of how
I can succeed in creating an environment which releases the in-
dividual potential of the employees.
Our problem solution method “Hello Transformation” and our
“Business Lab” also play a role in the principle “Collaborate”.
DMR: This is a highly interesting idea. But there is undoubtedly
still a long way to go before these values can put down deep roots
within Telekom. How do you want to accomplish this and support
it?
Moussavian: It is human nature to be critical of any changes and
to seek to secure the status quo. There is certainly no question
that the approach of “we are going to change Telekom in every
single aspect at the same time” is not very promising. Our
guiding principle is “start small, but start” – get started right
away in producing success stories and in utilizing or creating
qualified disseminators. The concept of “lead by example” is
at the forefront of our approach: writing these success stories
related to concrete challenges in cooperation with our transfor-
mation community and making them visible to others in the
company. We hope this will have the effect of infecting others
and cause a domino effect in the group – for instance, we had
several thousand submissions about our initiative “Magenta
MOOC”, and the broad impact was correspondingly great.
Even today, there is still a lot of highly positive talk about the
format “Telekom Challenge” conducted in pilot format last year
and widely known within Telekom. It showed an interdiscipli-
nary and global team successfully applying innovative methods
to a CSR issue. We don’t have a very high opinion of great
events or campaigns, preferring to bring about positive change
through joint and successful resolution of concrete challenges
– this may not be as strident and loud as an image campaign,
but it is much more authentic, sustainable, and associated with
concrete benefits.
DMR: Could you perhaps go into some examples of success and
concrete initiatives?
Moussavian: Business Lab – we mean here a methodical form
of consulting during which work is done on concrete issues of
managers and their teams through the use of a working me-
thod such as Rapid Prototyping or other agile methods – as
“open heart surgery”. Once again, the aim is self-empowerment.
Successful utilization means that the team we have advised will
be able to help itself in the future and that it has internalized
the procedure. Our success proves that we are right: we have
successfully completed more than 35 assignments, and the pipe-
line is filled with plenty of work.

Magenta MOOC – a completely new way for employees to
collaborate on an interdisciplinary basis throughout the group.
An interesting format which combines subjects related to trans-
formation, simplicity, innovation, and entrepreneurship. It
focuses particularly on a smart combination of internal and
external contributions from top experts in research and practice.
The objective of Magenta MOOC is to motivate employees to
develop their own innovative ideas – self-empowerment again!
– and to contribute their comprehensive knowledge. This has
also been highly successful and stimulated a positive response:
3,500 participants and 120 teams collaborate across divisional
boundaries on the aforementioned subjects, and it is remarkable
to see the creativity, yet close relationship to practice, of the
ideas generated by the teams. I am really keen to see how this
new form of collaboration will show up in the future working
styles of the participating employees, how it can be permanent-
ly instilled in them, and what concrete innovations ultimately
result for Deutsche Telekom. I am highly confident that we will
be able to use these and similar formats to bring about a cultural
transformation.
Moreover, there are still transformation think tanks like Simpli-
city – and I will tell you next year what will happen in the Berlin
Shareground building from May 2015 on ...
One more word about the initiatives: whatever we do, it is al-
ways important to us that enthusiasm never wane – it is one
of the most important traits of “high-performing teams” and
often a distinctive feature setting them apart from mediocrity.
The formats and platforms we have provided literally unchain
the potential of employees. The highly positive feedback and
the enormous demand prove we are right and motivate us even
more to continue along the path we have chosen.
DMR: You mentioned that customer orientation plays an important
role in your work. Customer orientation is a ubiquitous buzzword.
What do you mean with it in the context of your own work?
Moussavian: When I say customers, I mean users, and that is
not necessarily always restricted to an end user – after all, every-
one has a customer, someone who uses his or her output and
work. That is why user needs should be determined in an early
phase and the core tasks of daily work should be integrated more
tightly into existing processes. It is decisive that we repeatedly
ask ourselves what activity, what process, what document, or
what output in general serves the user or from the user’s perspec-
tive simplifies, improves, or could even be dropped completely
– a core element of our Simplicity Initiative. We quite often
see that activities and tasks more or less “come to nothing” and
there are no users at all at the other end. We must constantly
question our own actions from this perspective.
When all is said and done, this should be reflected in increased
brand and/or customer value for a company. However, I have
no use for the approach of orienting everything to an artificial
customer concept and forcibly aligning the company with an
artificial end customer. This is the question which is much more
significant: What additional benefits do I create for whom with
this activity, and how can I accomplish this in the most efficient,
the simplest, and the least complicated way possible? Sometimes
that also means that “the best service is no service.”
DMR: How about a brief look ahead here at the end of our
discussion? Quo vadis, Shareground? If you could look into a crystal
ball, where would you see your unit in the future, or where would
you like to see it?
Moussavian: If at all possible, our unit should no longer exist
in ten years because all of our methods and working values will
have been permanently integrated into the company’s DNA
and will be applied almost automatically every day. We have
been given the task of increasing the group’s transformation and
innovation capability. Our goal must be to accomplish this as
soon as possible.
If we look at a shorter time frame of about five years, the goal
is to be an integral component of the COO’s operating model,
to anchor firmly our understanding of transformation in this
model, and to take into account strategic initiatives in the future
design of the structural and procedural organization.
Going beyond any permanent organizational anchoring, we
understand our special mission in particular to be the use of
new methods and approaches which constantly surprise our
employees and managers anew, push them out of their comfort
zones, and generate their enthusiasm. This effectively contri-
butes to a positive culture of transformation and innovation.

he term “intrapreneurship” is popping up with greater
frequencyduringdiscussionsaboutinnovationsandencouraging
innovation. But what is the background to this buzzword, and
what advantages can companies hope to obtain from the “intra-
preneurs” within their own ranks?
The neologism “intrapreneurship” was created by combining
the words “intracorporate” and “entrepreneurship” to describe
individual employees or groups behaving like entrepreneurs and
bundling corporate resources to develop innovations at their
place of work. Spurred by spontaneous initiatives on the part
of their staffs, companies can develop previously undiscovered
business fields, even rethink and optimize their internal organi-
zation. Such initiatives “from the inside” are particularly strong
drivers of innovation and offer added value to both sides – the
workforce and the company itself.
Strategically integrating intrapreneurship within the company
itself
Innovative business segments are built up or strategic
reorientation is initiated by the special commitment of indivi-
dual employees or groups within established companies. 3M,
T
Innovation –
a Core Element of
Corporate Culture
Intrapreneurship
Apple, and Google demonstrate how it is done. These firms have
implemented various measures to support their employees in
the development of their own innovation potential and offer
them the freedom to establish themselves as entrepreneurs at
their own workplaces. Numerous companies are now following
their example and regard intrapreneurship to be an element of
the corporate culture.
However, there are two important factors which are essential for
the realization of intrapreneurship:
1. Motivation and support from senior management.
2. The security of knowing that the intrapreneurs will not
be punished or even lose their jobs if the business idea
is a failure.
Entrepreneurial creativity is inhibited by rigid structures
According to an international survey conducted by the accoun-
ting firm Ernst & Young, 82% of the 263 surveyed entrepre-
neurs agreed that innovation is decisive for the growth of a busi-
ness. But innovation of this kind cannot thrive without informal
The number of companies that recognize the added value of intrapreneurship is growing, and
they are implementing programs to support the entrepreneurial actions of individual employees
or employee groups. Their purpose is simple: the release of the innovative power lying dormant
within a company – in its workforce. The members of an organization’s own ranks are keenly
aware of the pulse of their business and thoroughly familiar with the challenges of their specific
market. We describe here six strategies which companies can employ to draw on the innovation
strength within their organization and exploit intrapreneurship as a strategic success factor.

and agile organizational structures that inspire creativity and
can deal with setbacks. Large, established companies often have
rigid structures institutionalized in hierarchies which smother
the entrepreneurial spirit and limit growth. Interestingly, almost
half of the respondents – 49% – share the opinion that innova-
tion has become more difficult, particularly as a consequence of
the increased size and complexity of the organizations.*
Six strategies for promoting inherent innovation power
As the winds of competition on international markets blow
more strongly, the significance of innovation as an enabling
force giving companies an edge over their global rivals is rising
enormously. The best path to accomplishing this leads to the
exploitation of resources which are already available: their own
employees. But how can companies inspire creativity within
their workforces, enabling and encouraging innovation? What
practical actions must be taken if innovation is to become a
fixed element in the corporate culture?
After analyzing numerous surveys among managers and
established academic institutes, six strategies could be identified
to accomplish these goals.
1. Create a formal structure for intrapreneurship.
Give your employees enough time to work on creative projects
alongside their “daily business” and implement a formal process
for the development of new products or business ideas.
2. Ask your own employees for ideas and suggestions.
Your employees are keenly attuned to the heartbeat of the
market. Encourage every single employee, regardless of rank or
position, to contribute to the innovation dialog.
3. Gather and unleash a diversified workforce.
Academic studies confirm that groups whose members bring
with them various points of view develop better ideas and pro-
ducts. Use this multifaceted energy source to your advantage.
4. Set up a career path for intrapreneurs.
For the most part, intrapreneurs tend to be lone wolves who
strongly dislike and reject traditional administrative work. Blaze
new trails in this respect and offer attractive prospects for pro-
fessional advancement to your employees.
5. Explore government incentives for innovations.
Find out how government subsidies can support your entre-
preneurial activities. Governments all over the world are of-
fering new forms of tax relief and other incentives, especially
in research and development, while companies in turn call on
governments to support innovation.
6. Be prepared for setbacks.
Even bold ideas can fail. Always be aware that not every idea
can be successfully realized. Be ready to deal with setbacks, in-
ternal conflicts, financial risks, and disputes about intellectual
property.
While no one should see these guidelines as guarantees of
success, they do offer a strategic plan for loosening the organiza-
tional bonds in companies and generating a supportive environ-
ment for creative processes. Moreover, all six of these strategies
pursue a key goal: the institutionalization of intrapreneurship,
the weaving of the entrepreneurial engagement of employees
promoting innovation power inseparably into the corporate
culture. The process of continuous innovation cannot otherwise
be maintained.
Intrapreneurship – a strategic success factor
There can be no question that intrapreneurship is a strategic
success factor for innovative companies. Flatter hierarchical
levels, autonomous action, assumption of responsibility,
and the authority to solve problems are also becoming more
important in terms of the expectations that the members of
Generation Y have for their workplaces and employers. This
is where the effective integration of people who think and act
entrepreneurially strengthens the organization in a business and
social sense and enables them to make a huge contribution to
corporate success.
* http://www.ey.com/GL/en/Services/Strategic-Growth-Markets/Igniting-
innovation-how-hot-companies-fuel-growth-from-within-Successful-
entrepreneurship

A Sustainable
Transformation Program
Strengthens Competitiveness
A dynamic market environment demands ongoing adaptations in organizations. The E.ON
transformation program demonstrates that quick wins and sustainability need not be mutually
exclusive. Michael Kamsteeg, Director of this program, spoke with DMR BLUE about leader-
ship as a success factor.
Interview with Michael Kamsteeg, Director of the E.ON 2.0
cost reduction and restructuring program

MR: E.ON 2.0 is probably the most extensive transformation
program ever undertaken at E.ON. What ultimately prompted the
decision to launch this program?
Kamsteeg: The program was started in the summer of 2011.
Our market environment had changed. Rising overcapacities,
especially in the power generation business, heightened inten-
sity of the competition on the market, new technologies, par-
ticularly in renewable, localized energy provision, and changes
in the general political and regulatory conditions – specifically
the shutdown of nuclear energy – confronted us with challen-
ges that made it impossible to continue “business as usual.” We
wanted to face these changes proactively so that we would con-
tinue to be the leaders in our industry in the future.
DMR: What objectives were set for the program? Primarily the
reduction of costs and headcount, or did cultural aspects also play
a role?
Kamsteeg: The primary objective is the reduction of costs as
a means of securing our competitiveness in the long run and
the release of financial resources for the further expansion and
restructuring of our energy business. E.ON would like to belong
to the top quartile of companies with respect to administrative
and operational functions. However, the sustainability of the
savings must be assured. Achieving this in a program of this
scope is not possible unless there is a fundamental transforma-
tion of the culture. The development and implementation of
a performance culture in which continuous improvement is a
living, constituent element is one of the objectives at the very
core of the E.ON 2.0 program.
DMR: What were the primary levers for achieving these objectives?
Kamsteeg: We implemented improvements in all of the
corporation’s divisions. They included structural changes such as
the merger and relocation of holding companies and operating
businesses, improvement of administrative functions by such
means as the bundling of finance and HR activities in business
service centers or centers of competence, cost reductions in the
procurement of material and services, and improved efficiency
in all of the operating units, including, for instance, lean actions
in power generation, grid operations, and sales.
DMR: It is not unusual to find long-term potential being sacrificed
or left unexploited in favor of short-term “quick wins” during effi-
ciency programs. What can be said about E.ON 2.0 in this respect?
Kamsteeg: Achieving our ambitious targets for cost reduction
meant having to take advantage of both quick wins and long-
term potential. We made sure for every case, for all of our ac-
tions, that they were also sustainable over the long term. Cost
reduction measures which were not sustainable are just as effec-
tive for raising profitability, but were not given consideration for
achievement of the program objectives.
DMR: When you look back to the beginning, where was the pro-
gram confronted with the greatest resistance and points of criticism?
Kamsteeg: One part of the program is a substantial headcount
reduction. But we were able to convince our organization of the
necessity and the fair balance of the measures by involving the
co-determining entities at an early stage and establishing clear
lines of communication from the very beginning. Moreover, we
made decisions in favor of fundamental structural changes right
at the beginning, and we set and communicated ambitious tar-
gets. We resolutely pursued our goals and did not deviate from
them over the course of the project, and so far they have been
implemented and consistently followed up as planned.
DMR: The theme of our current issue is “Leadership”. What role
did management play in the transformation process, and how was
the involvement of middle management in particular assured?
Kamsteeg:Demonstratingleadershipwasanimportantprinciple
at all levels of our transformation program. We enjoyed the full
support of our executive officers and senior executives right from
the beginning. The middle management level was involved at an
early stage as well, and the executives here were turned from
affected parties into “owners” of the process, i.e., they acted as
D

Michael Kamsteeg has held various commercial positions in the E.ON
corporate group since 1995. In addition to roles in accounting, finance,
and controlling, he was the CFO of a management unit in Romania.
He has served as project manager to guide a number of transformation
programs, and directed the E.ON 2.0 cost reduction and restructuring
program. He has been CFO of the global units E.ON Generation and
E.ON Climate and Renewables since the beginning of April.

project managers and the officers in charge of the actions. After
the initial program phase, the cost reduction ideas and levers
were handed over to the management of our management units
and support functions for further development, detailing, and
implementation. The cascading of responsibility for the deve-
lopment, structuring, and implementation of the measures and
for communication was always one of our special concerns.
DMR: Let us stay with the subject of “Leadership” for a moment.
Has E.ON 2.0 contributed to a new leadership culture or a new
understanding of leadership? What have been the most significant
changes from your perspective?
Kamsteeg: E.ON 2.0 has beyond any doubt had a major im-
pact on the leadership culture. This is a part of the determined
adherence to the cost reduction measures and their implemen-
tation. Transparency and responsibility are important to us. We
obtain transparency by requiring the local units to submit de-
tailed progress reports which we review with a critical eye. The
point here is not to express criticism, but to be sure that we are
exploiting the full strength of the corporation and can recognize
and master challenges by working together. We understand
responsibility to mean that our executives in the management
units and support functions were able to develop measures on
their own initiative – and, in the event of failure to reach targets,
the necessary countermeasures – but also that they would be
accountable to their supervisors, employees, and colleagues.
Naturally we must not ignore the fact that fundamental structu-
ral decisions such as decisions about locations, merging of busi-
ness fields, or the establishment of business service centers were
made top-down.
DMR: What do you regard to be the major success factors for E.ON
2.0? What are the lessons learned?
Kamsteeg: As a whole, E.ON 2.0 has functioned really well.
That is why, above all, we would continue to put our trust in a
strong project office, committed executives, and open-minded
employees as we work together to develop actions and to monitor
their implementation centrally and with very close attention to
detail. Moreover, we have learned just how important communi-
cation is. The context, the necessity, and the progress should be
made clear to every single employee in good time. In addition,
it is important to us that we exercise constant vigilance over the
standardization of organizational structures and processes. The
most important lesson learned was probably that E.ON is fully
capable of carrying out transformation programs of such a scope
and bringing them to a successful conclusion.
DMR: Let us dare to take a look into the future. Are there still some
areas which have not been completed, and how will the program
E.ON 2.0 continue?
Kamsteeg: E.ON has made a great leap forward with the 2.0
program. Nevertheless, we have not yet reached the top quartile
of comparable companies in all areas. We still have a high level
of complexity in our organization and processes and can become
even better in our performance culture. But what is important
for the moment is that we successfully complete the program by
2015 and sustainably implement the actions. The second half of
a program is always the more difficult part because the remaining
issues at this point are the ones that demand intense effort from
all sides. But we are aware of this and are coming into the home
stretch with a positive attitude and great motivation. At the
same time, our market environment is not standing still, and
we certainly cannot expect this program alone to have secured
our future for all time, so we have already set further goals for
2015 and 2016. We will in the future unceasingly examine our
organization and processes to determine where improvement
is possible. The infrastructure of our transformation project is
ready and waiting. Moreover, we want to work continuously
on our efficiency in the sense of ongoing improvement – but
initiated by the management of our operating units, not driven
top-down.
DMR: A final question which concerns us especially in the telecom
sector. How do you plan to make the organization more sensitive to
the issue of “efficiency” sustainably and long term and to establish
firmly the “efficiency principle” in the company DNA and the cor-
porate culture?
Kamsteeg: No question, the transformation program was only
the first step. From now on, we will be very careful to ensure
that the subject of efficiency is always given consideration as
a decisive criterion of standard processes. We will return to
established management methods such as “lean” to assure the
success of the step from a one-off cost reduction program to
continuous improvement. But above all, the new culture of
transparency and responsibility will live from the positive
example set by the executive officers and managers. We are well
on our way to this goal, and that is why we are certain that we
will be able to change permanently the future of our company
through our transformation program.

DMR BLUE TRANSFORMATION & PEOPLEMANAGEMENT (FOKUS: GLOBAL LEADERSHIP)

DMR BLUE TRANSFORMATION & PEOPLEMANAGEMENT (FOKUS: GLOBAL LEADERSHIP)

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