Presentation for Human Resources Gipfel 2018 Markus Schwarzenböck, Executive VP HR & Head of Global HR Business Partners, Siemens AG

1. siemens.deIntern © Siemens AG 2018
Go for it!
Let´s navigate to a digital future
Global HR Business Partner
Markus Schwarzenböck
Human
Resources

2. #shouldweworry?

3. June 2018Page 3
Company Priorities 2018
Lead by
example!
Make
digitalization
work!
Place customers
at the core!
Company
Priorities
2018

4. June 2018Page 4
Company Priorities 2018
Lead by example
 Create a comprehensive succession planning
approach ensuring diversity and global
transparency
 Embrace all elements of our Picture of a Leader
and put emphasis on feedback

5. June 2018Page 5
VUCA does not happen in the future – it is the current
environment in which we are already living and working
Source: http://www.jellybean.at/portfolio/our-world-is-vuca/
https://youtu.be/9jd4tq_mwlM

6. How long did it take to reach worldwide 50 million users?
Let´s do a short quiz!
June 2018Page 6
75
years
38
years
13
years
3
years
1
years
5
DAYS!

7. June 2018Page 7
The rapid growth of technology requires an exponential
thinking and a different mindset to better predict the future
Where you actually end up
in the future
Where you think you will
end up in the future
We humans aren’t great predictors of the future. For the major part of the history, our experience
has been “local and linear”. We design our future with the experience from the past!
Underestimation
Tipping point
The challenge of
ambidexterity!
growth
Source: https://singularityhub.com/
Exponential growth is deceptive, then explosive
time period
The future will be far more
surprising than most people
realize, because few observers
have truly internalized the
implications of the fact that
the rate of change itself is
accelerating.”
- Ray Kurzweil -
The Singularity Is Near

8. Exponential thinking
June 2018Page 8
Let´s do a short quiz!
Linear thinking
How far do you get when you take 30 steps (stripe lengths 1m)?
Exponential thinking reduces disruptive stress. If we are able to better plan for the accelerating
pace, we can ease the transition from one paradigm to the next.
With a stripe of 1m, 30 linear steps will take you
30 meters from the starting point.
With a stripe of 1m, 30 exponential steps
will take you 26 trips around the world.
Source: https://singularityhub.com/

9. June 2018Page 9
The digital disruption is jeopardizing traditional businesses
and new market leaders arise in their ecosystem
… something is happening …
The world largest taxi
company, owns no vehicles
The world’s most popular media
owner, creates no content
The most valuable retailer,
has no inventory
The world largest accommodation
provider, owns no real estate
Source: Applying digitalization to our business | A hands-on training to accompany our digital transformation

10. June 2018Page 10
2005

11. June 2018Page 11
2013

12. People trends 2018
The effects of digitalization and the related changes
will have a tremendous impact of our working environment
June 2018Page 12
…organizations transform to large scale ecosystems!
…“employees” as we know them today will not exist anymore!
…people need to drive own career – curiosity as new competence!
…digital nomads do not need an office anymore!
…future workplaces will need to unshackle creativity and collaboration!
…people will not work for money anymore!

13. Page 13 June 2018

14. there is no overall solution, but only one answer:
“It begins with you!”
To shape a digital culture it is important to change
your own mindset and behavior. You will be a role
model at the digital transformation journey as
soon as you start to do things in a different way.
Be bold, be courageous, be open and share your
thoughts, activities and learnings with others to
foster the cultural change.
To shape a digital culture it is important to understand the
interdependencies between culture, mindset and behavior
June 2018Page 14
Where does the change start?

15. Ambidextrous Leadership
The changes on the digital transformation journey effects the
role and behavior from leaders significantly.
June 2018Page 15
Traditional Leadership
Organization
Manage tasks and projects within
the organization with defined
resources.
Hierarchical
Distribute information only to a
selected circle of close
associates.
Processes
Execute tasks and projects
on the basis of defined processes
and guidelines.
Execution
Define goals for people with
measurable targets and expected
results.
trust
control
Digital Leadership
Networking
Establish a cross boundaries
collaboration and new ways of
working.
Openness
Create transparency and
exchange information in time
independent from the
organizational level.
Agility
Encourage people to
experiment, be different and
create a learning culture.
Participation
Involve people in the decision
making process, listen and take
care of their opinions.
trust
trust
Be flexible! The challenge is now to use both hands of leadership to
accompany people on the digital transformation journey.
Source: Professor Thorsten Petry – Digital Leadership

16. June 2018Page 16
The main changes in leadership skills and behaviors through
digitalization are characterized into six different aspects
Coach of Agile
Teams
Entrepreneur
Coordinator of
Ecosystems
Talent
Scout
Cultural Architect Vision Translator
 Willingness to learn
 Credible mindset
 Self-reflection
 Ensuring strategic
alignment
 Staying up to date
with digital trends
 Facilitating change
 Role-modeling
 Perseverance
 Hiring for attitude
 Allocating talent
 Promoting life-long
learning
 Appreciating
diversity
 Rapid information
processing
 Matrix
management
 Network Thinking
 Collaboration
 Creative thinking
 Customer centricity
 Active networking
 Risk taking
 Co-Design skills
 Agile mindset
 Comfortable with
uncertainty
 Virtual working
 Open mindedness
Embedding new
Ways of Working
Agility Innovation Mastering Complexity
Spreading the
Digital Vision
Establishing
Digital Structures
Leading Individuals
Anchoring
Autonomous Learning
Digital Behavior
Boosting Digital
Engagement
Authenticity
Putting the Digital
Vision into Practice
WHATHOWDescription

17. June 2018Page 17
The main changes in leadership skills and behaviors through
digitalization are characterized into six different aspects
Coach of Agile
Teams
Entrepreneur
Coordinator of
Ecosystems
Talent
Scout
Cultural Architect Vision Translator
Maintained “traditional” tasks, which only differ in extent and manner
Communicating
Decision making People management
Controlling and monitoring
Ensuring efficiency
and optimization
Coordinating and delegating
Information
management
Adhering to specific
roles and responsibilities
Maintaining
authority
Sticking to processes
and structures
Conflict solving

18. 26-04-2017Page 18
Thank you very much for your attention!
Twitter: @markus100574 Instagram: m4arku55chw4rzenboeck LinkedIn/email: markus.schwarzenboeck@siemens.com
#WEstrongerthanME

19. June 2018Page 19
Picture of a leader

20. Leading of multidimensional organizations
Digital Leadership would also mean to navigate
between hierarchical organizations and agile
networks depending on the business situation.
The agile network is characterized by high level
of individual responsibility, flexible organizations
and diverse ways to make things happen.
Furthermore we can do things faster, enhance our
quality and be more attractive for our employees.
June 2018Page 20
The ambidextrous leadership in a digital age provides
additional benefits for the organization and employees
shadow organizationhierarchical organization
overloaded organization agile network
role of the employee
organizationalcharacter
Source: Professor Thorsten Petry – Haufe Quadrant, Digital Leadership