【访谈】西门子CEO Roland Busch谈数字化转型的经验

CXO UNION（CXO联盟）

2023年 11月 13日

CEO首席执行官, CXO, 观·点

西门子CEO Roland Busch认为，业务转型中最大的挑战是改变心态，赋予各级员工权力。随着数字化和自动化的加快，改变心态对数字化转型的成功至关重要。

企业正面临着一系列相互关联的转型，从数字化到净零和更大的可持续性。

“如果你问我，我最大的挑战是什么，那就是没有开发出合适的产品。它正在改变我们经营业务的方式，改变我们的思维方式。“西门子总裁兼CEO Roland Busch说。

在接受世界经济论坛(World Economic Forum)领导人见面会(Meet the Leader，MTL)播客的Linda Lacina采访时，他指出，赋权、授权和改变心态是成功管理这一点的关键因素。

Q1：塑造业务的关键转型是什么？

Roland Busch表示，随着数字化和连通性等趋势的发展，“我们真的在对现实世界产生影响”。他解释说，更短的周期时间和数字化转型产生的其他效率使经济能够持续增长，同时使用更少的资源。这包括“不仅是能源，而且是任何类型的资源”。

以及劳动力，随着劳动力老龄化，这正成为一个日益严重的问题。“我们的可用劳动力越来越少，因此需要车间里的这种生产力。” CXO UNION-CXO联盟（cxounion.cn）

Busch说，利用数字化和机器人自动化的优势，我们希望以一种更有成效的方式使用人。

例如，护理人员短缺的问题可以通过让护士有更多时间与病人相处来解决，而不是花在后勤工作上，比如寻找他们需要的医疗器械和其他工具。就像在自动化工厂车间一样，行业的工具必须在需要的时候放在需要的地方，他向MTL解释说。

这与世界经济论坛《2023年就业未来报告》确定的自动化在公司劳动力战略中的关键作用是一致的，该报告收集了803家全球公司的见解，这些公司总共雇佣了超过1130万名工人。

Q2：为什么给车间里的人赋权很重要？

数字化和自动化带来的加速影响着企业的管理方式。

如果你必须做出决定，你不能让它在层级中一路向上爬，然后再下来。我们需要把决策水平压低到尽可能低的水平。

这意味着让从高级管理层到车间的人有信心做出这些决定，但赋权并不是无管理的状态，这是一个明确的目标。我们要求人们根据他们最好的知识和技能来做好他们的工作。

这是一条双向的道路：我们放手，信任我们的员工，但他们也要负责任。如果有错误，我们就会改正，我们会继续前进，从中吸取教训。

但Busch承认，将决策授权到这样的程度并不总是那么容易。 CXO UNION-CXO联盟（cxounion.cn）

Q3：你如何有效地委托他人？

Busch列举了他自己在战略研讨会准备阶段移交控制权的经历。

我以为我必须控制一切，然后，我从我的团队那里得到了非常明确的反馈，他们说，‘为什么不让我们来做呢?’这是一个非常明确的信号——‘请不要挡我们的路。’“。

“因此，当我意识到我必须改变和信任人们时，这就是我职业生涯的关键，” Busch继续说，他指出，他接下来学到的不仅是放手，还要支持人们正在做的事情，让他们取得成功，这“是非常有意义的”。

Q4：你如何重塑员工的技能？

数字化正在缩短开发时间，这意味着你必须学得更快，实现这一目标的方法是终身学习。

该论坛的《2023年就业未来报告》发现，到2015年，44%的员工的核心技能预计将发生变化。在接受MTL采访时，Busch表示，这一趋势将需要一种更具进步性的培训方法。

“我相信，几年后，我们将把人们送回大学——可能时间更短——然后让他们进入工作岗位，几年后，我们将把他们送回大学，以跟上最新的技术。” CXO UNION-CXO联盟（cxounion.cn）

他继续说道：“这就是我们所说的成长的心态，我们鼓励我们的员工保持这种成长的心态。我们希望他们保持好奇心，不断学习，这也意味着允许他们犯错，这是我相信将决定未来的事情。

为了实现这一持续的学习和发展过程，西门子建立了一个学习平台，根据Busch的说法，这是一个人们不断增加新培训内容的“生活环境”。该公司正在开发一种类似学位的系统，帮助人们增长自己的技能。他解释说，尽管一些培训是自愿的，但也有一些强制性培训，“因为我们必须帮助人们在未来保持竞争力”。

Busch还强调，与其专注于招聘拥有合适技能的人，更好、更具成本效益的方法是重新培养现有员工。

Q5：怎样才能改变心态？

对于管理人员来说，数字化转型带来了另一个挑战：在以平台为基础的经济中工作。在这里，重点是建立一系列公司合作提供产品或服务的生态系统。

这种心态的改变需要管理技能的改变。我们为参与开发产品并向我们的生态系统销售产品的经理制定了培训计划。我们与麻省理工学院的一位专门研究平台经济的教授共同开发了这项培训。

培训的重点是如何改变商业模式，以在基于平台的经济中发挥作用，这包括寻找伙伴公司并与之整合，为这些伙伴关系设计产品，使伙伴能够接触到这些产品，以及管理伙伴关系以实现互惠互利。

除了成长的思维外，支撑这一切的还有同理心和倾听技巧，Busch认为，这对于获得认可和吸引人们至关重要。

翻译：

Interview: Roland Busch, CEO of Siemens, talks about his experience in digital transformation

Roland Busch, CEO of Siemens, believes that the biggest challenge in business transformation is to change mindsets and empower employees at all levels. As digitization and automation accelerate, changing mindsets is critical to the success of digital transformation.

Businesses are facing a series of interconnected transformations, from digitalization to net zero and greater sustainability. CXO UNION-CXO联盟（cxounion.cn）

“If you ask me what my biggest challenge is, it’s not building the right product. It’s changing the way we do business, it’s changing the way we think. “Said Roland Busch, President and CEO of Siemens.

In an interview with Linda Lacina of the World Economic Forum’s Meet the Leader (MTL) podcast, he noted that empowerment, empowerment, and changing mindsets are key elements to successfully managing this.

What are the key transformations shaping the business?

Speaking to MTL, Roland Busch said that with trends such as digitalisation and connectivity, “we are really having an impact in the real world”. He explained that shorter cycle times and other efficiencies generated by digital transformation allow the economy to continue to grow while using fewer resources. This includes “not just energy, but any type of resource.”

And the workforce, which is becoming a growing problem as the workforce ages. “We have less and less available labor, so we need this productivity on the shop floor.”

“Taking advantage of digitization and robotic automation, we want to use people in a more productive way,” Busch said. CXO UNION-CXO联盟（cxounion.cn）

For example, the shortage of nursing staff could be addressed by giving nurses more time to spend with patients, rather than spending it on logistics, such as finding medical devices and other tools they need. Just like on an automated factory floor, the tools of the industry must be where they are needed, when they are needed, he explained to MTL.

This is consistent with the key role of automation in companies’ workforce strategies identified by the World Economic Forum’s Future of Jobs 2023 report, which gathered insights from 803 global companies that collectively employ more than 11.3 million workers.

Why is it important to empower people on the shop floor?

The acceleration of digitalisation and automation is affecting the way businesses are managed.

If you have to make a decision, you can’t let it climb all the way up the hierarchy and then down again. We need to drive decision-making down to the lowest possible level.

That means giving people from senior management to the shop floor the confidence to make those decisions, but empowerment isn’t a state of unmanagement, it’s a clear goal. We ask people to do their jobs according to their best knowledge and skills. CXO UNION-CXO联盟（cxounion.cn）

It’s a two-way street: we let go and trust our employees, but they are also responsible. If there are mistakes, we will correct them and we will move on and learn from them.

But Busch admits that delegating decisions to that extent isn’t always easy.

How do you delegate effectively?

Busch cited his own experience handing over control in the run-up to the strategy workshop.

I thought I had to control everything, and then, I got very clear feedback from my team who said, ‘Why don’t you let us do it? It’s a very clear signal – ‘Please get out of our way.’ ‘”.

“So when I realized I had to change and trust people, that was the key to my career,” Busch continued, noting that what he learned next was not only to let go, but to support what people were doing and allow them to succeed, which was “very rewarding.”

How do you reskill your employees?

Digitalisation is reducing development time, which means you have to learn faster, and the way to achieve this is lifelong learning.

The forum’s Future of Jobs 2023 report found that 44 percent of employees are expected to have a change in their core skills by 2015. In an interview with MTL, Busch said that this trend will require a more progressive approach to training.

“I believe that in a few years, we’ll send people back to college – probably for less time – and then get them into the workforce, and in a few years, we’ll send them back to college to keep up with the latest technology.” CXO UNION-CXO联盟（cxounion.cn）

He continued, “This is what we call a growth mindset, and we encourage our employees to maintain that growth mindset. We want them to be curious and keep learning, which also means allowing them to make mistakes, and that’s something that I believe will determine the future.

To enable this continuous learning and development process, Siemens has built a learning platform that, according to Busch, is a “living environment” where people are constantly adding new training content. The company is developing a degree-like system to help people grow their skills. He explained that while some of the training is voluntary, some is also mandatory “because we have to help people stay competitive in the future”.

Busch also stressed that rather than focusing on hiring people with the right skills, a better and more cost-effective approach is to retrain existing employees.

How to change the mentality?

For managers, digital transformation brings another challenge: working in a platform-based economy. Here, the focus is on building an ecosystem where a series of companies collaborate to provide a product or service. CXO UNION-CXO联盟（cxounion.cn）

This change in mindset requires a change in management skills. We have a training program for managers involved in developing products and selling them to our ecosystem. We developed this training with a professor at MIT who specializes in platform economics.

The training focuses on how to change business models to function in a platform-based economy, which includes finding and integrating with partner companies, designing products for those partnerships, giving partners access to those products, and managing partnerships for mutual benefit.

Underpinning it all, in addition to a growth mindset, are empathy and listening skills, which Busch believes are crucial to gaining acceptance and engaging people.

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于企业网D1Net；编辑/翻译：CXO UNIONCXO联盟小U。

如需加入CXO UNION（CXO联盟）高管社群，请联系社群小伙伴哦~

免责声明: 本网站(http://www.cxounion.cn/)内容主要来自原创、合作媒体供稿和第三方投稿，凡在本网站出现的信息，均仅供参考。本网站将尽力确保所提供信息的准确性及可靠性，但不保证有关资料的准确性及可靠性，读者在使用前请进一步核实，并对任何自主决定的行为负责。本网站对有关资料所引致的错误、不确或遗漏，概不负任何法律责任。

本网站刊载的所有内容(包括但不仅限文字、图片、LOGO、音频、视频、软件、程序等) 版权归原作者所有。任何单位或个人认为本网站中的内容可能涉嫌侵犯其知识产权或存在不实内容时，请及时通知本站，予以删除。