Being an officer in the German army may seem very different from being the regional chief executive of a company that sells washing machines and cookers. But Dirk Hoffmann, now a regional head of BSH Bosch and Siemens Home Appliance Group, has found that both careers demand similar management skills.
Hoffmann, an electrical engineer by training, rose to the rank of major over his 12-year army stint. During that time, he had to organise a wide range of people from various sections of the armed forces and suppliers to ensure that the troops had sufficient training, arms and food. Such management skills are handy as a top manager at the firm, which has 41 factories worldwide, including six in China.
In the army, discipline and morale are important. Hoffmann says he applies the same principles to his job: demanding discipline among the staff to deliver high-quality products and services while stoking morale by rewarding outstanding performers. He joined Siemens in Munich in 1993, then served as managing director of the company's Africa operations in Johannesburg and in 2006 became CEO of Asia-Pacific, Africa, and the Middle East. He moved the position to Singapore in 2009. The Post sat down with Hoffmann on a recent visit to Hong Kong to talk about how his army days influence his daily management strategy.
Why did you join Siemens?
When I was a major in the army in 1992, a headhunter approached me to join Siemens. I decided to join the business world and initially planned to stay for three years. But I have stayed for almost 20 years.
How does your management style differ across the different cultures in your brief?
