Peter Löscher

Peter Löscher, Chairman of the Managing Board of Siemens AG in Munichspoke in his presentation about three success factors for companies in global competition: focus, transparency and speed. Using Siemens AG as an example, Mr. Löscher explained how these factors contribute to the profitable and sustainable growth of companies.

Peter Löscher has been Chairman of the Managing Board of Siemens AG since July 1, 2007. He is the twelfth CEO in the company's 160-year history and the first CEO to be appointed from outside the Group. Peter Löscher has many years of experience in various companies in the pharmaceutical and medical industries in Germany and abroad. His international management career began in 1988 at the Hoechst Group. Over the course of his eleven years there, he held management positions in Spain, the United States, the United Kingdom and Japan. He later moved to General Electric Healthcare and General Electric Healthcare Bio-Sciences. Prior to his appointment at Siemens, Peter Löscher was President Global Human Health at Merck & Co, Inc. in the USA.

Peter Löscher studied economics at the University of Vienna and at the Chinese University of Hong Kong. He completed his Master of Business Administration (MBA) at the University of Vienna. He completed the Advanced Management Program (AMP) at Harvard Business School in the USA. He was born in Villach, Austria, is married and has three children.

In his presentation, Peter Löscher will begin by analyzing the competitive position of German companies in an international comparison. Even if they are among the world leaders in many cases, the gap between them and the new up-and-coming competitors is narrowing noticeably, particularly in Asia. Therefore, in order to be successful in a globalized economy in the long term, the speed of business processes must be increased. In Löscher's view, this is made possible by a clear focus of the portfolio and a transparent organizational structure. "clarity brings speed," says Peter Löscher in his remarks. Using the reorganization of Siemens AG as an example, he explains this thesis and combines it with questions and recommendations for the German corporate landscape as a whole.

Status: Beginning of 2008