Peter Loscher and the Siemens Corporation

As of July 2013, former CEO Siemens Peter Lherscher is a unique quality person who makes him the leader of today's world. The qualities of intelligence, knowledge and expertise, confidence, honesty and maturity (features according to page 324 and personal characteristics) are his very happy qualities. The qualities of these leaderships have earned him many positions. Regarding the knowledge and expertise that Lӧscher has shown, I am convinced that I can see it in some of his achievements.

For me, a good example of the approach introduced here is Siemens. After a massive bribery scan, his new CEO (Peter Loscher) and the new General Counsel (Peter Solmssen) resolve pending cases, change cultures, redesign the compliance process and comply with the law I did a lot of work Ethics is an important part of performance evaluation. In order to solve the problem of integrity in the future, a new and dynamic highest compliance officer and compliance function was established. They will report to a counsel attorney

Siemens' management team should form strong corporate governance with leadership skills, authority, reliability, communication skills, and energy to guide change. Leaders should be able to convince employees that changes are necessary. So in 2007 Siemens appointed Peter Loscher as CEO. Siemens has introduced a new Board of Trustees position in compliance and official affairs. After joining Peter Loscher tells her and its shareholders' expectations and formulated comprehensible compliance targets based on the value of responsibility and integrity of all corporate divisions.

In order to achieve a change, Siemens must cultivate a feeling of urgency. To do this, Peter Loscher and other directors told employees timely the need for change and the importance of action. They studied market strategies, reality of competition, reputation, how to prevent corruption and potential failures. This is not just about talking to employees about corruption, poor sales statistics, or intensified competition. Members of the Board explained the faults of corruption and the reasons why corruption should be eliminated. Siemens has to spend a lot of energy and time to develop a sense of urgency to guide change