Buy an essay on Klaus Kleinfeld and the CEO of Siemens

Klaus Kleinfeld was the CEO of Siemens in 2005-2007, whose leadership style was extremely aggressive and evoke strong opposition within the company. On the other hand, Klaus Kleinfeld has managed to bring Siemens to a tremendous success within a couple of years under his lead. In such a way, his career and leadership as the CEO of Siemens proved that the aggressive change can bring positive outcomes but, on the other hand, it evokes strong opposition from the part of the organization and its employees because of the conflict between the existing organizational culture and aggressive changes introduced by the CEO.
Klaus Kleinfeld became the CEO of Siemens in 2005. His leaderships was characterized by consistent and rapid changes, which he initiated in terms of his vision goals and strategies. Before his appointment on the position of the CEO, Siemens have faced considerable problems, whereas the marketing performance of the company faced a steady downturn. As Klaus Kleinfeld took the lead in the company he focused on the modernization of Siemens. In fact, the modernization of the company was his major priority. The modernization referred to internal business processes, organizational culture and structure, and other important aspects of organizational functioning of Siemens.
Specialists (Wilfried & Posner, 2009) defined his leadership style and leader’s functions as aggressive leadership and change. What is meant here is the fact that Klaus Klainfeld was a charismatic leader, who started introducing changes immediately after his appointment on the position of the CEO of Siemens. He encouraged his subordinates to introduce change faster and to learn new approaches to business and management. He stood on the pragmatic ground and put strategic interests of the company above current interests and benefits of the company and its employees. Klaus Kleinfeld attempted to make a breakthrough to elevate Siemens at a qualitatively new, higher level of development and he communicated his vision of the future of the company to his subordinates and employees of Siemens.
In fact, Klaus Kleinfeld faced the major problem, the problem of the culture change. When he took the position of the CEO, he made attempts of modernization, which, though, confronted the rigidity of the organizational culture within Siemens. To put it more precisely, his efforts to modernize Siemens, to make the organizational structure more efficient and successful, led to the strong opposition from the part of his subordinates as well as employees. The introduction of the change was essential to make the breakthrough in the business development of Siemens but the organizational culture needed substantial changes to adapt to the new business environment, where Siemens was operating. However, the personnel of the company based in Germany came unprepared to change and the opposition to the change grew stronger in the course of the lead of Klaus Kleinfeld.
At the same time, the local HR legislation focused on the protection of employees’ rights, whereas the leadership and policies conducted by Kleinfeld were considered to be irrelevant to social responsibility of Siemens. As a result, the opposition from the part of employees of Siemens was enhanced by the severe criticism from the part of the public because the change introduced by Klaus Kleinfeld did not meet traditional views of German society on social responsibility of the company. In this regard, his policy and changes he introduced in Siemens were revolutionary for the company and too progressive for the traditional organizational culture of the company based in Germany. However, Klaus Kleinfeld was also involved in the corruption scandal, which was absolutely unacceptable for the CEO of a reputable company based in Germany. The scandal raised legal and ethical issues, which forced Klaus Kleinfeld to resign because he was responsible for policies of the company under his lead.
Nevertheless, it is important to stress the feasibility of aggressive change launched by Klaus Kleinfeld. In fact, he could succeed unless the opposition and criticism within Siemens and German society. To put it more precisely, Klaus Kleinfeld attempted to introduce aggressive changes in Siemens which had brought positive results to the company. Siemens had accelerated its business development and improved consistently its marketing position since aggressive changes had been started by its new CEO in 2005. At the same time, the main problem Klaus Kleinfeld failed to foresee or to cope with was the problem of overcoming the opposition from the part of the public and employees of Siemens along with the rigidity of the organizational culture of the company.
Klaus Kleinfeld should come prepared to the introduction of the aggressive change and what was even more important he should prepare the company for the change. However, he failed and could not fold the position of the CEO in the context of the growing opposition to his policies within the company and severe criticism of his policies in German society. As a result, he resigned but his contribution in the development of Siemens and his positive impact on the development of the company can hardly be underestimated.

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