Bob Kermanshahi, Strategist, Siemens

Herding The Big Cats…
Techniques for managing executives & key stakeholders
during projects, programs or initiatives
Bob Kermanshahi
Siemens Corporation
bob.kermanshahi@siemens.com
April 2019
www.siemens.comUnrestricted

Credit to EDS / Aired January 30, 2000 Super Bowl XXXIV

Confidential © Siemens AG 2019
Raise your hands…
1) Have you ever led a project, program or initiative?
1) Have you been part of a project, program or initiative?
1) Have you been the “recipient” or “beneficiary” of a project, program or initiative?
Question By a Show of Hands

Herding Cats by definition:
“An idiom denoting a futile attempt to control or organize a
class of entities which are uncontrollable or chaotic”
“To attempt to control the uncontrollable.”
“The failure of a collection of people to behave, or be led, as a
united whole….cats aren't herd animals, so you're trying to
elicit a behavior from creatures incapable of it.”

Executives, Sr. Management are the “Big Cats” …
Do these resonate with you….?
“..a futile attempt to control or organize Executives who are seemingly
uncontrollable or chaotic”
“The failure of Sr. Management to behave, or be led, as a united
whole….managers aren't herd animals, so you're trying to elicit a behavior
from creatures incapable of it.”

Topics
▪ Executive mindset and culture
▪ Where is herding useful?
▪ Identify, classify, assign
▪ Structures for stakeholder management
▪ Plan for the Plan

A gentle reminder on the power of culture….

Executives and leaders are driven by multiple forces….shaping
their culture
ExecutivesPolitical
Social
Legal
• Demonstration of value, lobbying, generating supportPolitical
• Financial performance, growth, productivity, savingsEconomic
• Employee population, reputations: company & selfSocial
• Balance need to advance vs. maintainTechnical
• What is allowed or required? Any opportunities?Legal / Environmental

Effective program management recognizes the forces driving
executives and key stakeholders
ExecutivesPolitical
Social
Legal
Executive Mindset:
1) Have a lot going on
1) A desire to be optimal in one or
more areas (rarely achieving all)
1) Are not always aligned
It is critical to recognize the executive mindset to
effectively manage a program

Imagine….
Imagine you are a superhero !
What would be your super power?
Invisibility, to Fly, X-Ray Vision…. Maybe the ability
to hit fast forward on Conference presenters!
What if you are a super hero project manager?
Your Super Power is Aligning Stakeholders!

Where does your super power of aligning stakeholders matter?
Initiate Planning Execution Controlling Closing
Gaining
Commitment
Scheduling
Resources
Doing the
Work
Monitoring
Progress
Shutting
Down
Typical phases of a project

Step 1: Identify Stakeholders
Stakeholder:
“Any group, person, agency, authority or party which may have a
vested interest in any phase of a project, program or initiative”
ExecutivesPolitical
Social
Legal
What is their level of “Interest”?
Does the program impact any of the
stakeholder’s drivers?
What is their degree of “Influence”?
How much can the stakeholder
materially impact the program?

Step 2: Classify them into the matrix
…..It is ok to guess!
Stakeholder:
“Any group, person, agency, authority or party which may have a
vested interest in any phase of a project, program or initiative”
Influence
Interest
▪Jane’s Boss
▪Laura Hines
(HR VP)▪Compliance
Dept.▪Zia Chan
(Customer)
▪Jane Doe
(Dept. Head)▪Sam Adams
(CFO)▪Siana Smith
(Dept. Head)▪Stacy
Jensen
(Sales VP)
▪… ▪…
▪ Anita Baker
(CIO)▪ Kai Riley
(Compliance)▪ Building
Security▪…
▪Employees
▪Local
Government▪Local News
Outlets▪…
Level of Interest:
Low or High
Degree of Influence:
Low or High
High
Low
Low High

Step 3: Assign methods to address them
▪ Actively Manage
▪ Proactively engage
▪ Schedule meetings
▪ Be Prepared
▪ Manage
▪ Proactively engage
▪ Schedule meetings
▪ Be prepared
▪ Actively Inform
▪ Inform & solicit feedback
▪ Passively Inform
▪ Web pages/ FAQ
1
2
4
3
Influence
Interest
Actively
ManageManage
Passively
Inform
4
12
3 Actively
Inform
Classified Stakeholders Degree of Contact
+ + +
+ +
+
+

Use Structures to vet ideas and drive alignment of stakeholders
Degree of Contact
+ + +
+ +
+
+
Structures
Direct Contact Setup for
success
Advisory Committee
Steering Committee Handlers Dashboard
Direct Contact Handlers
ForumsMailWeb Site / Social NW
Dashboard
Web Site / Social NW
Pulse
Checks
Requires
Relation
ship
Manage

Be Wary of the sleeping Big Cats, those with a high degree of
influence and seemingly little interest…
Influence
Interest
Actively
Manage
Manage
Passively
Inform
Actively
Inform

…as they can negatively impact the timing, scope or
resources of your program, project or initiative
Influence
Interest
Actively
Manage
Manage
Passively
Inform
Actively
Inform
“You are responsible for those with great Influence who
appear to suddenly have an opinion….
….the truth is they more than likely had that opinion before,
you just did not know about it ”

In Fiscal 2018
Leading in Electrification,
Automatization and
Digitalization
€83 bn
Revenue
379,000
Employees
11.3%
Profit margin industrial
business
€6.1 bn
Net profit
Siemens In Fiscal 2018

Siemens Organization as of April 1, 2019
Gas and
Power
Smart
Infrastructure
Digital
Industries
Operating Companies Strategic Companies
Mobility
Service Companies
Financial Services Global Business Services Real Estate Services
Corporate Development (e.g., IoT Services Unit, Next47, Portfolio Companies)

1 In FY 2018; continuing operations
2 As of September 30, 2018. With beginning of FY 2018 part time employees are included to
the full extent
3 Centers of Knowledge Interchange
€ 5.6 bn
R&D expenditures1
43,400
R&D employees2
7,300
Inventions1
3,850
Patent
applications1
8
CKI
universities3
17
Principal partner
universities
Cooperation with universities
Siemens is the European champion of patents

1 As reported in FY 2018; by
customer location
2 As of September 30, 2018; figures rounded; with
beginning of FY 2018 part time employees are included to
the full extent.
3 Commonwealth of Independent States
All figures refer to continuing operations.
Close to customers all over the world
Americas Share of
total
worldwide
Revenue1
€22.1
billion
27%
Employees2
75,000 20%
Germany Share of
total
worldwide
Revenue1
€11.7
billion
14%
Employees2
117,000 31%
Europe (excluding
Germany), CIS3,
Africa, Middle East
Share of
total
worldwide
Revenue1
€31.1
billion
37%
Employees2
114,000 30%
Asia, Australia Share of
total
worldwide
Revenue1
€18.1
billion
22%
Employees2
72,000 19%

Sample: Integration project / establish new company with
combined revenues ~$5B
Set up “New Company” roles and responsibilities
Advisory Committee
▪ Provides feedback and guidance on the program activities
▪ Identifies inter-dependencies and risks linked to respective areas
of competence
2
Executive Committee
▪ Determines direction of the program and ensures alignment with
strategic objectives
▪ Provides guidance on critical decisions and issues
▪ Is sponsor of the program
1
Program Management
▪ Implement processes and tools required to:
▪ Coordinate project activities
▪ Monitor progress (deliverables, milestones,..)
▪ Communicate with all stakeholders
3
Workstream Leaders
▪ Responsible of the completion of all program activities associated
with the integration
▪ Develop and implement detailed project plans
▪ Coordination of implementation team
4
Roles and responsibilities
Organization
Set-Up / Projects
Name
Program Management
B. Kermanshahi
Sales (Customer
Coordination)
Name
Compliance
Name
Procurement
Name
Legal
Name
Human
Resources
Name
Information
Technology
Name
Controlling &
Accounting
Name
Communications
Name
Change
Management
Name
Bus Contact
Name
Bus Contact
Name
Bus Contact
Name
Name
Name
Name
Name
Name
Name
Name
Name
Work stream / Leader
Name
Name
Name
Name
Name Name
Name Name
Name Name
Back office
contact
Global
Sector
Name
Name
Name
Name
Name
Name
Name
Name
Name
Name
Name
Name Name Name
Name
Executive Committee
Global Business CEO / CFO, US Business CEO / CFO
Name
Name
Name
Name
Name
Name
Name
Name
Name
Name
Name
Name
Advisory Committee
Local Business CEO
Local Business CEO
Global Business CEO
Local CFO
VP M&A
VP HR
1
2
4
3
Program structure

New Co. Set-up delivered on time, in scope, on budget by
leveraging structured techniques
Advisory Committee
▪ Provides feedback and guidance on the program activities
▪ Identifies inter-dependencies and risks linked to respective
areas of competence
2
Executive Committee
▪ Determines direction of the program and ensures alignment
with strategic objectives
▪ Provides guidance on critical decisions and issues
▪ Is sponsor of the program
1
Program Management
▪ Implement processes and tools required to:
▪ Coordinate project activities
▪ Monitor progress (deliverables, milestones,..)
▪ Communicate with all stakeholders
3
Workstream Leaders
▪ Responsible of the completion of all program activities
associated with the integration
▪ Develop and implement detailed project plans
▪ Coordination of implementation team
4
Roles and responsibilities
Steering Committee
Advisory
Committee
Handlers
Direct
Contact
Set up for
success
Dashboard
Value
Efficient Decision
Making
Caught Concerns
Early
Manage
relationships as well
as deliverables
Empowered to go
beyond their direct
sphere of influence
Structures

Sample: Executive Summary: Setup of New Co.
September 14th – Week 38
Legal Name
▪ Gap Licenses and Government Contracts Novations substreams on-track.
Potential challenge in select states with Company A. Will not stop go live.
Human
Resources
Name
▪ Rectifying existing tactical issues on select resources movement .
▪ First draft of itemized budget for HR complete.
Information
Technology
Name
▪ Executed User Acceptance Testing; addressing remediation with End-
User Community
Controlling &
Accounting
Name
▪ Consolidated planning under way, deadline for completing budgets and
allocation methodologies set.
Communications Name
▪ Communications workshop executed. Plans set for go-live.
▪ VP of communications for new company announcement planned.
Change
Management
Name
▪ Following up with Communications on action items from pulse survey.
Drafted communications package for use with management.
Procurement Name ▪ New organization structure completed and to be published .
Compliance Name
▪ Compliance organization model approved, engaging with HR to follow
process for ramp – up
Sales (Customer
Coordination)
Name
▪ Elevator speech in review, key themes for customers and value of the
new company.
Organization
Set-Up / Projects
Name
▪ Logistics organizational model being reviewed. Plan to be shared at next
steering committee.
According
to plan
Behind
schedule
Deadline
at risk
Program Kermanshahi
▪ HI, NV licensee in process, however potential delay into early October
exists. No overall impact to launch. Critical path continually reviewed.
Workstream Key activities / critical issuesResponsible
Target Companies
A Co. B Co. C Co.
Status

Sample: Executive Summary: Setup of New Co.
September 14th – Week 38
Legal Name
▪ Gap Licenses and Government Contracts Novations substreams on-track.
Potential challenge in select states with Company A. Will not stop go live.
Human
Resources
Name
▪ Rectifying existing tactical issues on select resources movement .
▪ First draft of itemized budget for HR complete.
Information
Technology
Name
▪ Executed User Acceptance Testing; addressing remediation with End-
User Community
Controlling &
Accounting
Name
▪ Consolidated planning under way, deadline for completing budgets and
allocation methodologies set.
Communications Name
▪ Communications workshop executed. Plans set for go-live.
▪ VP of communications for new company announcement planned.
Change
Management
Name
▪ Following up with Communications on action items from pulse survey.
Drafted communications package for use with management.
Procurement Name ▪ New organization structure completed and to be published .
Compliance Name
▪ Compliance organization model approved, engaging with HR to follow
process for ramp – up
Sales (Customer
Coordination)
Name
▪ Elevator speech in review, key themes for customers and value of the
new company.
Organization
Set-Up / Projects
Name
▪ Logistics organizational model being reviewed. Plan to be shared at next
steering committee.
According
to plan
Behind
schedule
Deadline
at risk
Program Kermanshahi
▪ HI, NV licensee in process, however potential delay into early October
exists. No overall impact to launch. Critical path continually reviewed.
Workstream Key activities / critical issuesResponsible
Target Companies
A Co. B Co. C Co.
Status
Executive Interpretation:
Green = Good – Challenge it!
Yellow = Not so Good– Thanks for heads up. How can I help?
Red = Bad – In a culture of trust embrace bad messages.
Executives support the resolution.

A Plan for the plan….follow mantra of no surprises
Use your matrix and set the schedule
Typical Program Management Focuses on Deliverable Management
Project team
meetings
SC Prep. #1
SC Prep. #2
Steering
Committee (SC)
with Surprises
Ad- Hoc fire
fighting meetings
Rework
Project team
meetings
Dashboard
SC
Prep.
#1
Engage
Advisory
Board
members
Setup for
Success
Advisory Board /
Dashboard
Engage SC
members
SC
Prep.
#2
Engage SC
members
No Surprise
Steering
Committee
Executive Program Management Focuses on Deliverables and Relationships
Redo: Steering
Committee

Now try this at home!
List out your stakeholders, especially the “big cats”, put structures
in place to manage them and plan for the plan
Influence
Interest
Actively
Manage
Manage
Passively
Inform
Actively
Inform
Steering Committee
Direct Contact Handlers Dashboard
Setup for
success
Advisory
Committee
Forums
Mail Pulse
Checks
Structures
Web Site / Social

Questions
and Answers

Bonus Material Direct Contact:
Keys to Successful Meeting Management
PREPARED PROFESSIONAL PROACTIVE
• Create an agenda
• Select attendees / participants
• Track participation
• Be aware of stakeholders
influence and interests
• Develop quality meeting
materials
• Rehearse
• Present with confidence
• Manage meeting time (stay on
schedule)
• Manage conflict
• Publish minutes and actions
• Follow-up
• Seek feedback

Keys to Successful Meeting Management Questionnaire
Tick off the box which represents your typical meeting behavior
BE PREPARED: Before the meeting
• I prepare an agenda
• I am aware of stakeholders Influence / Interest
prior to the meeting
• I develop/prepare quality meeting materials
• I rehearse key points / what I need to say
BE PROFESSIONAL: During the Meeting
• I present with confidence and actively listen
• I manage meeting time (stay on schedule)
• I effectively manage conflicts
BE PROACTIVE: After the Meeting
• I take and send minutes and actions
• I follow-up on all action items and commitments
• I seek feedback from participants
Rarely Sometimes Most of the
Time
Always
TOTAL

Keys to Successful Meeting Management
Questionnaire – Scoring & Results
Scoring
Results
Rarely Sometimes Most of the
Time
Always
0 1 5 10
Range Assessment
Above 75 Best in Class
50 - 75 Above Average
25 - 49 Average
Below 25 Below Average

Bob Kermanshahi, Strategist, Siemens

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Bob Kermanshahi, Strategist, Siemens