Job interview - Dr Daniel Spindler - Director - Siemens Health care Diagnostics Companies
Bosch Servisi
Dr. Daniel Spindler, Director of Siemens Healthcare Diagnostics Providers, has been dependable for the Siemens Finance and Accounting Shared Service Middle in Brussels given that 1st May possibly, 2009. He very first joined Siemens in 1994. His regions of obligation covered numerous Managing capabilities for Business in Regensburg as properly as for International Procurement and Logistics in Munich. Two stays overseas in China and Canada enabled intercultural expertise. In 2004 he was granted a doctorate by the College of Regensburg for his investigation in the subject of Honest Price Accounting underneath IFRS. From 2005 to 2007 he was responsible for the implementation of IFRS at the Siemens Energy Team Electrical power Transmission and Distribution in Erlangen as effectively as for the Automotive Team SiemensVDO in Frankfurt. Moreover he was included in the preparation of the IPO for SiemensVDO.
Prior to his appointment at Siemens Health care, he labored for in excess of two years for Audi in Ingolstadt, the place he took over duties in exterior Team Reporting. Furthermore he was in charge of the team-wide implementation of an SAP BCS consolidation method.
SSON: Siemens Healthcare Diagnostic Solutions (SHDS) has gone by means of a whole lot of change, specifically with the submit-merger integration. Could you elaborate on the adjust programme?
Dr. Daniel Spindler: Siemens in basic have really substantial standards and comprehensive recommendations on Compliance and Company reporting. There are extremely intense requirements which have to be followed with regard to the monthly Company reporting to our HQ in Munich. Siemens also have comprehensive submit-merger suggestions that allow new entities to get acquainted with the Siemens landscape there is a list of about 16 pages outlining what every single entity has to put into action and to fulfil. When all recommendations are applied and adopted then an entity is in shape to grow to be portion of the Siemens world.
After a merger, the folks also need to be introduced on track. To achieve this we conducted many meetings, like welcome days for newcomers or Town Hall conferences for the total group. In addition, it was critical for the understanding of the Siemens tradition and its values to transfer to the Siemens Regional Business facility in Brussels. Just before the transfer, we have been apart from Siemens and even now felt and behaved like diverse companies. Now we can easily get in touch with all our colleagues, e.g. the company departments of Siemens Belgium like Lawful, Tax or True Estate.
SSON: Daniel, what are the important drivers in the alter programme, and how did Capgemini Consulting assist this?
DS: The important driver of the alter programme was the modify of mindset. It was a change in the direction of the Siemens entire world and its IT techniques, in which we benefitted significantly from the assistance by Capgemini Consulting. One particular huge project was for instance the implementation of the Siemens Chart of Accounts (CoA). Just before we had the Dade Behring CoA, but mid October 2009 was the go-live for the Siemens CoA. We now also have in our nearby SAP system the Siemens CoA and we do not have to transform any longer from the previous Dade Behring accounts to the Siemens accounts. This was a single very essential phase in satisfying the central demands, as Siemens asks all entities worldwide to use the exact same Company CoA.
Additionally we are working via the 3D programme, which indicates that all the company acquisitions that Siemens created above the final a few several years, in get to develop up the Diagnostics organization, are migrated into solitary entities. In each impacted region the 3 former entities - DPC, Bayer Diagnostics and Dade Behring - have to be merged. In this context not only are there a number of lawful mergers that require to be performed, but also on the Finance side the entities require to be merged. We have also gained a lot support from Capgemini Consulting on this venture.
SSON: What procedures have been standardized through 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 applying the Siemens CoA and through the 3D programme, in which Capgemini Consulting worked with us to make this a success.
SSON: How lengthy did it get to combine and to standardize the two existing shared provider facilities, in legacy place activities?
DS: The shift of the activities from the Global Shared Service (GSS) Centre of Siemens is nevertheless ongoing. The previous Bayer Diagnostics portion, which is at present serviced by GSS, will be carved out by mid 2010.
SSON: Can you explain the established up that was there, and how long did it consider to combine and standardize that?
DS: As described earlier mentioned, Siemens acquired the 3 entities DPC, Bayer Diagnostics and Dade Behring up to the stop of 2007. Right after the acquisition, the Bayer Diagnostics component was serviced by GSS while the previous Dade Behring entities belong to the Shared Provider Centre in Brussels. Now virtually two a long time later on, we are even now in the procedure of migration and integration. Even so, in the starting in standard the most crucial point to do was to integrate, but this also gives the chance to standardise and we are using the chance to do so now.
SSON: How prolonged did it take to combine the shared services centre and legacy agreement activities proceedings?
DS: To day we have labored on this for around two several years and it will be accomplished in 2010. When the 3D programme is completed all entities will operate on one particular SAP platform. Moreover, all Siemens compliance demands and SOA needs are presently in place.
SSON: I believe this is probably to be entirely concluded by the center of 2010 - is that appropriate?
DS: Sure, the 3D program is still ongoing, but there are just a number of more countries which even now require to be migrated. We plan to finalise the migrations in June 2010. We migrate country by nation and this will take time, since each and every migration have to be prepared and executed precisely. In complete it will just take around two and a 50 percent many years.
SSON: What were the major problems in performing so, and how did Capgemini Consulting assist?
DS: The primary problems ended up IT and Finance diversifications, and secondly the connected ramp up of Headcount. As previously talked about, it is critical to fulfil all needs which Siemens requires, but the obtained entities did not fulfil all these demands in the previous (e.g. quite comprehensive and rigorous Compliance rules). Siemens has a whole lot of distinct specifications associated to Compliance as properly as SOX404 and, as is frequently acknowledged, Siemens was going by means of a extremely tough time of bribery and corruption. In this context Siemens has now installed quite substantial obstacles in purchase to prevent bribery and corruption in future. This means that a great deal of procedures are extremely strict and require a great deal of paperwork and a great deal of signature authorisations. To implement all these requires time and Capgemini Consulting was supporting us in undertaking so, e.g. in the 3D programme.
SSON: Would you say that the issues have been predominantly specialized or people-relevant (when I say "men and women-related", I suggest modify management)?
DS: I would say that the difficulties were very first of all extremely technically connected, but the modifications had to be driven by the people, so the issues had been also extremely a lot individuals connected. Folks need to have to recognize all new technological specifications, which specifically in the SAP programs can be extremely complicated and complicated. In the initial a long time we are making use of the so known as eConverter instrument as a handbook interface between our nearby SAP method and the Siemens SAP Company Consolidation System (BCS particularly Esprit in Siemens). As a result of these technical adjustments, the individuals had of course to be educated and ready, i.e. it was crucial to supply the necessary information and history. It was a massive job to teach a great deal of new people coming from several various nations around the world. As a result the massive technological adjustments also experienced a higher effect on the people associated. One particular is connected to the other.
Dr. Daniel Spindler, Director of Siemens Healthcare Diagnostics Providers, has been dependable for the Siemens Finance and Accounting Shared Service Middle in Brussels given that 1st May possibly, 2009. He very first joined Siemens in 1994. His regions of obligation covered numerous Managing capabilities for Business in Regensburg as properly as for International Procurement and Logistics in Munich. Two stays overseas in China and Canada enabled intercultural expertise. In 2004 he was granted a doctorate by the College of Regensburg for his investigation in the subject of Honest Price Accounting underneath IFRS. From 2005 to 2007 he was responsible for the implementation of IFRS at the Siemens Energy Team Electrical power Transmission and Distribution in Erlangen as effectively as for the Automotive Team SiemensVDO in Frankfurt. Moreover he was included in the preparation of the IPO for SiemensVDO.
Prior to his appointment at Siemens Health care, he labored for in excess of two years for Audi in Ingolstadt, the place he took over duties in exterior Team Reporting. Furthermore he was in charge of the team-wide implementation of an SAP BCS consolidation method.
SSON: Siemens Healthcare Diagnostic Solutions (SHDS) has gone by means of a whole lot of change, specifically with the submit-merger integration. Could you elaborate on the adjust programme?
Dr. Daniel Spindler: Siemens in basic have really substantial standards and comprehensive recommendations on Compliance and Company reporting. There are extremely intense requirements which have to be followed with regard to the monthly Company reporting to our HQ in Munich. Siemens also have comprehensive submit-merger suggestions that allow new entities to get acquainted with the Siemens landscape there is a list of about 16 pages outlining what every single entity has to put into action and to fulfil. When all recommendations are applied and adopted then an entity is in shape to grow to be portion of the Siemens world.
After a merger, the folks also need to be introduced on track. To achieve this we conducted many meetings, like welcome days for newcomers or Town Hall conferences for the total group. In addition, it was critical for the understanding of the Siemens tradition and its values to transfer to the Siemens Regional Business facility in Brussels. Just before the transfer, we have been apart from Siemens and even now felt and behaved like diverse companies. Now we can easily get in touch with all our colleagues, e.g. the company departments of Siemens Belgium like Lawful, Tax or True Estate.
SSON: Daniel, what are the important drivers in the alter programme, and how did Capgemini Consulting assist this?
DS: The important driver of the alter programme was the modify of mindset. It was a change in the direction of the Siemens entire world and its IT techniques, in which we benefitted significantly from the assistance by Capgemini Consulting. One particular huge project was for instance the implementation of the Siemens Chart of Accounts (CoA). Just before we had the Dade Behring CoA, but mid October 2009 was the go-live for the Siemens CoA. We now also have in our nearby SAP system the Siemens CoA and we do not have to transform any longer from the previous Dade Behring accounts to the Siemens accounts. This was a single very essential phase in satisfying the central demands, as Siemens asks all entities worldwide to use the exact same Company CoA.
Additionally we are working via the 3D programme, which indicates that all the company acquisitions that Siemens created above the final a few several years, in get to develop up the Diagnostics organization, are migrated into solitary entities. In each impacted region the 3 former entities - DPC, Bayer Diagnostics and Dade Behring - have to be merged. In this context not only are there a number of lawful mergers that require to be performed, but also on the Finance side the entities require to be merged. We have also gained a lot support from Capgemini Consulting on this venture.
SSON: What procedures have been standardized through 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 applying the Siemens CoA and through the 3D programme, in which Capgemini Consulting worked with us to make this a success.
SSON: How lengthy did it get to combine and to standardize the two existing shared provider facilities, in legacy place activities?
DS: The shift of the activities from the Global Shared Service (GSS) Centre of Siemens is nevertheless ongoing. The previous Bayer Diagnostics portion, which is at present serviced by GSS, will be carved out by mid 2010.
SSON: Can you explain the established up that was there, and how long did it consider to combine and standardize that?
DS: As described earlier mentioned, Siemens acquired the 3 entities DPC, Bayer Diagnostics and Dade Behring up to the stop of 2007. Right after the acquisition, the Bayer Diagnostics component was serviced by GSS while the previous Dade Behring entities belong to the Shared Provider Centre in Brussels. Now virtually two a long time later on, we are even now in the procedure of migration and integration. Even so, in the starting in standard the most crucial point to do was to integrate, but this also gives the chance to standardise and we are using the chance to do so now.
SSON: How prolonged did it take to combine the shared services centre and legacy agreement activities proceedings?
DS: To day we have labored on this for around two several years and it will be accomplished in 2010. When the 3D programme is completed all entities will operate on one particular SAP platform. Moreover, all Siemens compliance demands and SOA needs are presently in place.
SSON: I believe this is probably to be entirely concluded by the center of 2010 - is that appropriate?
DS: Sure, the 3D program is still ongoing, but there are just a number of more countries which even now require to be migrated. We plan to finalise the migrations in June 2010. We migrate country by nation and this will take time, since each and every migration have to be prepared and executed precisely. In complete it will just take around two and a 50 percent many years.
SSON: What were the major problems in performing so, and how did Capgemini Consulting assist?
DS: The primary problems ended up IT and Finance diversifications, and secondly the connected ramp up of Headcount. As previously talked about, it is critical to fulfil all needs which Siemens requires, but the obtained entities did not fulfil all these demands in the previous (e.g. quite comprehensive and rigorous Compliance rules). Siemens has a whole lot of distinct specifications associated to Compliance as properly as SOX404 and, as is frequently acknowledged, Siemens was going by means of a extremely tough time of bribery and corruption. In this context Siemens has now installed quite substantial obstacles in purchase to prevent bribery and corruption in future. This means that a great deal of procedures are extremely strict and require a great deal of paperwork and a great deal of signature authorisations. To implement all these requires time and Capgemini Consulting was supporting us in undertaking so, e.g. in the 3D programme.
SSON: Would you say that the issues have been predominantly specialized or people-relevant (when I say "men and women-related", I suggest modify management)?
DS: I would say that the difficulties were very first of all extremely technically connected, but the modifications had to be driven by the people, so the issues had been also extremely a lot individuals connected. Folks need to have to recognize all new technological specifications, which specifically in the SAP programs can be extremely complicated and complicated. In the initial a long time we are making use of the so known as eConverter instrument as a handbook interface between our nearby SAP method and the Siemens SAP Company Consolidation System (BCS particularly Esprit in Siemens). As a result of these technical adjustments, the individuals had of course to be educated and ready, i.e. it was crucial to supply the necessary information and history. It was a massive job to teach a great deal of new people coming from several various nations around the world. As a result the massive technological adjustments also experienced a higher effect on the people associated. One particular is connected to the other.
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