Cristian Secosan, CEO Siemens Romania: “We have created a flexible environment that allows decision-making power for different Siemens organizations and locations”

“By transparent and consistent communication with our colleagues and clear understanding of their needs, a climate based on trust is created and also a much needed work-life balance. One direction that needs to be considered is the empowerment of the employees, which means that they take on their work and organize no matter where they work. For this purpose, the employer must empower employees to be open to various ways of working, within the team, and give them the endorsement to be future leaders in a flexible and hybrid workspace,” Cristian Secosan, CEO Siemens Romania, told The Diplomat-Bucharest.

“We have implemented a regular leadership initiative, direct communication, online, with the team from all over the country. Also, we started to simplify the top-down organization for the new way of working and we have created a flexible environment that allows decision-making power for different Siemens organizations and locations, to stimulate changes in organizational culture and adapt the approach based on specific situations and requirements.”

What leadership skills do you find most useful in the current changing work environment? 

During the ongoing health crisis we face many challenges, so it is important to focus on the abilities that ensure resilience and stability, such as communication with the team and efficient planning and decision making. By transparent and consistent communication with our colleagues and clear understanding of their needs, a climate based on trust is created and also a much needed work-life balance. At the same time, the evolution of the current situation requires a high degree of flexibility and faster decision-making and that is achievable by empowering people to adjust their responsibilities to the changing conditions with the ultimate purpose to ensure that our customers have access to the best services and products.

Which are the empowering mindsets and building the sense of meaning & purpose, both for employers and employees, to keep each other engaged in reaching the business objectives in 2020 and in the next year?

The transition to what we call the new normal must take place gradually with the help of both employees and employers. One direction that needs to be considered is the empowerment of the employees, which means that they take on their work and organize no matter where they work. For this purpose, the employer must empower employees to be open to various ways of working, within the team, and give them the endorsement to be future leaders in a flexible and hybrid workspace.

What should be a CEO’s and leader’s power message on business resilience conveyed to peers, partners and employees  for 2021, in order to enhance the trust and engagement?

Despite the wave of uncertainty created by the current situation, the clear directions sent by a leader are essential, from the planning of the activity to the tools necessary for its development. These elements must be adaptable and implementable so that they work for employees and the organisation, taking into consideration the possible scenarios. It is also important to focus even more on our customers and partners to meet their needs. Now, more than ever, they need to know that they can count on us, because we are in this together.

How can a CEO and leader of an organization capitalize on the current challenges to enhance ad promote the company’s competition advantages currently?

The COVID-19 pandemic has primarily impacted the way of work, and this element can be used as a long-term advantage. The new way of working becomes favourable for stakeholders, employees and for the company as a whole, because, despite the physical distance, employees are closer to customers through tools and applications, specially created for managing internal processes. Digitalization has been one of its essential directions for Siemens, and even more during this times, we want to support our customers and partners along their own digital transition journeys.

Which are the current concerns of a CEO / leader in 2020?  Which are the hopes for 2021?

We have reasons to worry, as the health crisis continues, more and more implications occur in the economy, and businesses from different industries are being severely affected. There is a very sad fact that some representatives from sectors such as tourism or HoReCa will not be able to survive, and in this regard solutions must be found to help them.

For 2021, I hope that, through the funds allocated to combat the effects of the pandemic, investment opportunities will appear in various fields, for the gradual recovery of the economy. Also, a key challenge for next year is the adaptation of companies to the new way of working.

What kind of  innovative measures and inclusive leadership initiatives have been applied within your organization this year, to better cope with the current context and bring the business forward in 2021?

Throughout this period, we quickly adapted and tried to find the best solutions for both employees and our customers or partners. We have implemented a regular leadership initiative, direct communication, online, with the team from all over the country. Also, we started to simplify the top-down organization for the new way of working and we have created a flexible environment that allows decision-making power for different Siemens organizations and locations, to stimulate changes in organizational culture and adapt the approach based on specific situations and requirements.