How Joe Kaeser prepares Siemens for the “Merger Endgame”

Siemens CEO Joe Kaeser: “At a certain point in time, each of the three Siemens companies should be able to actively participate in the ‘merger endgame’ in its industry.”

Siemens CEO Joe Kaeser is driving the transformation of Siemens forward. On Wednesday (18 September), the supervisory board of the industrial group approve of an important personality: Siemens CEO Michael Sen should become head of the Siemens energy division Power and Gas, which should be spun off and brought to the stock exchange by 2020. Sen had prepared the Siemens Health Care Siemens Healthineers successfully on the stock market and recommended itself as a possible successor to CEO Kaeser, provided that this does not renew his 2021 ongoing contract.

Kaeser describes the reasons for the restructuring of the Group and the goals for the newly established Siemens Group in detail in a guest article for the Harvard Business Manager. The German edition of the world’s largest management magazine Harvard Business Review – which belongs to the SPIEGEL publishing house – celebrates the 40th year of its publication: In the anniversary book, scientists, consultants and top managers trace the major lines of management research and practice.

Contribution to Harvard Business Manager: How Joe Kaeser sees the future of Siemens

In his contribution, Kaeser traces the development of Siemens over the past decades and takes a look into the future. According to Kaeser, Kaeser plans to have three Siemens companies by the end of 2020. Firstly, an industrial Siemens with digital industries, smart infrastructure and Siemens mobility – Siemens’ industrial core, which will shape the intelligent infrastructures of the future. Second, a spin-off under the working title “Powerhouse” – in which the Power and Gas division will go. And third, the Healthcare division of Siemens Healthineers, with Siemens AG as its strategic majority shareholder.

Also read: Siemens Digital Industries – Why the showpiece becomes a problem

“At a certain point in time, each of these companies should be able to actively participate in the ‘merger endgame’ in their industry, creating industry-leading associations,” Kaeser explains in his guest post for the Harvard Business Manager. “Whether that happens is another question, and it’s important to develop such optionality for every company.”

*The original article can be accessed here:

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