Job Interview - Dr Daniel Spindler - Director - Siemens Health Care Diagnostics Companies

Bosch Servisi

Dr. Daniel Spindler, Director of Siemens Health care Diagnostics Solutions, has been liable for the Siemens Finance and Accounting Shared Support Center in Brussels given that 1st Could, 2009. He 1st joined Siemens in 1994. His regions of accountability covered various Controlling capabilities for Sector in Regensburg as well as for World-wide Procurement and Logistics in Munich. Two stays abroad in China and Canada enabled intercultural knowledge. In 2004 he was granted a doctorate by the University of Regensburg for his investigation in the subject of Fair Worth Accounting underneath IFRS. From 2005 to 2007 he was accountable for the implementation of IFRS at the Siemens Power Group Power Transmission and Distribution in Erlangen as well as for the Automotive Team SiemensVDO in Frankfurt. Additionally he was concerned in the preparation of the IPO for SiemensVDO.

Prior to his appointment at Siemens Health care, he labored for over two years for Audi in Ingolstadt, exactly where he took in excess of obligations in external Team Reporting. Additionally he was in demand of the team-wide implementation of an SAP BCS consolidation method.

SSON: Siemens Health care Diagnostic Providers (SHDS) has long gone via a lot of change, especially with the post-merger integration. Could you elaborate on the adjust programme?

Dr. Daniel Spindler: Siemens in common have really high standards and complete guidelines on Compliance and Corporate reporting. There are very intense specifications which have to be adopted with regard to the month-to-month Corporate reporting to our HQ in Munich. Siemens also have thorough publish-merger recommendations that enable new entities to get common with the Siemens landscape there is a list of about 16 web pages outlining what every entity has to employ and to fulfil. When all recommendations are carried out and followed then an entity is match to turn into component of the Siemens entire world.

Soon after a merger, the folks also require to be brought on track. To obtain this we executed a lot of meetings, like welcome times for newcomers or Town Hall meetings for the total staff. In addition, it was crucial for the understanding of the Siemens lifestyle and its values to go to the Siemens Regional Company facility in Brussels. Just before the shift, we had been apart from Siemens and nevertheless felt and behaved like diverse firms. Now we can simply get in touch with all our colleagues, e.g. the company departments of Siemens Belgium like Authorized, Tax or True Estate.

SSON: Daniel, what are the key motorists in the adjust programme, and how did Capgemini Consulting assist this?

DS: The essential driver of the modify programme was the alter of frame of mind. It was a alter toward the Siemens globe and its IT techniques, exactly where we benefitted drastically from the support by Capgemini Consulting. 1 massive undertaking was for occasion the implementation of the Siemens Chart of Accounts (CoA). Just before we experienced the Dade Behring CoA, but mid Oct 2009 was the go-stay for the Siemens CoA. We now also have in our nearby SAP program the Siemens CoA and we never have to transform any more from the former Dade Behring accounts to the Siemens accounts. This was one particular quite crucial action in fulfilling the central demands, as Siemens asks all entities globally to use the identical Corporate CoA.

Furthermore we are working by means of the 3D programme, which implies that all the company acquisitions that Siemens made more than the previous three several years, in purchase to develop up the Diagnostics business, are migrated into solitary entities. In every impacted place the 3 former entities - DPC, Bayer Diagnostics and Dade Behring - have to be merged. In this context not only are there numerous lawful mergers that require to be done, but also on the Finance side the entities need to have to be merged. We have also acquired a great deal assistance from Capgemini Consulting on this undertaking.

SSON: What procedures have been standardized by way of Capgemini Consulting when Siemens acquired Bayer’s diagnostic division, Dade Behring and DPC?

DS: A substantial diploma of standardisation was carried out on the Finance and Accounting facet, like implementing the Siemens CoA and by means of the 3D programme, in which Capgemini Consulting labored with us to make this a achievement.

SSON: How long did it get to integrate and to standardize the two current shared services centers, in legacy country routines?

DS: The change of the pursuits from the World-wide Shared Service (GSS) Centre of Siemens is nevertheless ongoing. The former Bayer Diagnostics element, which is presently serviced by GSS, will be carved out by mid 2010.

SSON: Can you clarify the set up that was there, and how prolonged did it get to combine and standardize that?

DS: As mentioned over, Siemens obtained the three entities DPC, Bayer Diagnostics and Dade Behring up to the stop of 2007. Soon after the acquisition, the Bayer Diagnostics component was serviced by GSS whilst the previous Dade Behring entities belong to the Shared Services Centre in Brussels. Now nearly two a long time afterwards, we are still in the process of migration and integration. However, in the starting in general the most crucial factor to do was to integrate, but this also provides the possibility to standardise and we are having the possibility to do so now.

SSON: How extended did it just take to combine the shared service centre and legacy agreement routines proceedings?

DS: To date we have worked on this for around two a long time and it will be completed in 2010. When the 3D programme is completed all entities will operate on 1 SAP platform. Furthermore, all Siemens compliance specifications and SOA requirements are previously in area.

SSON: I think this is probably to be completely concluded by the center of 2010 - is that correct?

DS: Sure, the 3D software is even now ongoing, but there are just a few a lot more countries which even now want to be migrated. We strategy to finalise the migrations in June 2010. We migrate place by region and this requires time, since every migration have to be geared up and executed specifically. In complete it will just take all around two and a fifty percent a long time.

SSON: What had been the principal problems in doing so, and how did Capgemini Consulting support?

DS: The primary difficulties had been IT and Finance diversifications, and secondly the related ramp up of Headcount. As already described, it is vital to fulfil all specifications which Siemens requires, but the acquired entities did not fulfil all these demands in the previous (e.g. very in depth and rigid Compliance rules). Siemens has a whole lot of specific specifications related to Compliance as well as SOX404 and, as is typically recognized, Siemens was heading via a extremely tough time of bribery and corruption. In this context Siemens has now put in really large limitations in get to avert bribery and corruption in foreseeable future. This implies that a lot of procedures are quite rigid and need a lot of paperwork and a great deal of signature authorisations. To put into action all these will take time and Capgemini Consulting was supporting us in doing so, e.g. within the 3D programme.

SSON: Would you say that the difficulties have been predominantly technological or folks-connected (when I say \“folks-related\“, I suggest change management)?

DS: I would say that the problems have been first of all quite technically related, but the changes had to be driven by the individuals, so the issues ended up also extremely a lot individuals connected. Men and women require to comprehend all new technological demands, which specially in the SAP methods can be very difficult and complex. In the first many years we are making use of the so referred to as eConverter instrument as a handbook interface between our nearby SAP program and the Siemens SAP Business Consolidation Technique (BCS particularly Esprit in Siemens). As a end result of these specialized changes, the folks experienced of program to be trained and prepared, i.e. it was essential to offer the needed information and history. It was a enormous job to train a whole lot of new folks coming from several various nations around the world. As a consequence the enormous complex alterations also experienced a higher affect on the folks involved. One particular is linked to the other.