Leading Change at Siemens

Transcription

1 Siemens Industrial Turbomachinery AB Leading Change at Siemens A leader s role in managing unplanned change Lina Larsson (linla218), Alexandra Sterne (alest944) and Evelina Störe (evest360) TEIO13

2 Table of Contents Introduction... 3 Background... 3 Aim and Research Questions... 3 Method... 3 How to collect data... 4 Analysis of the method and reflections on the quality of the data... 4 Results... 5 Siemens... 5 Siemens Industrial Turbomachinery... 5 The Change... 5 Mats Rosander, Head of Human Resources... 6 Anders Bohlin, Purchasing Manager STD... 6 Discussion... 7 Unplanned Change... 7 The Leader s Role in Managing Change... 8 Resistance... 8 Maintaining employees... 9 Implementation of Change... 9 Unfreezing... 9 Changing Freezing The importance of learning organization Conclusion and Reflection Conclusion Reflection References

3 Introduction This chapter is meant to explain under what conditions this report is being conducted. The aim of the report is described together with three research questions. Further, the methodology of the report is explained. Background Due to an increasingly globalized market, the competition in several industrial sectors has intensified. This forces organizations to be more effective, flexible and innovative in order to stay competitive. Adapting to change well is essential to the survival of the organization and strong leadership plays a key role in managing this change. (Nahavandi, 2012) Siemens is a global company operating in 190 countries conducting business within the areas energy, healthcare, industry and infrastructure and cities. Siemens Industrial Turbomachinery AB (henceforth named SIT AB), located in Finspång, used to manufacture, sell and service steam and gas turbines. However, two years ago a rather comprehensive change took place within SIT AB affecting about 70 employees. The business responsibility including control of production, project management, purchasing and engineering of the Steam Turbine Division (henceforth named STD) was transferred from Finspång to Görlitz in Germany. This was a strategic move made by the managing board of Siemens Global in order to achieve a more distinct focus on gas turbines in Finspång. However, the board of SIT AB in Finspång was not aware of the plans made by Siemens global which made the situation rather unique. (Rosander, 2013) Aim and Research Questions The aim of this report is to study the leaders role and importance in implementing unplanned change at SIT AB. To fulfil the aim, three research questions have been defined as follows. What kind of leadership is important when managing unplanned change? How did the leaders at SIT AB manage the change? What was important for the outcome of the change at SIT AB? Method This report is based on interviews held with two leaders on different levels at SIT AB. Findings from the interviews are being discussed and compared to relevant theory. The basis for both the interview questions and discussion is the course literature The Art and Science of Leadership written by Afsaneh Nahavandi. SIT AB was chosen since it is a large company located near Linköping and part of a global concern with a lot of experience within organisational change. Further, one of the authors is a former employee at SIT AB which made it possible to easier get in contact with the company and receive relevant information. The studied change was chosen because it was a unique type of change for SIT AB where lessons from earlier changes were of great importance. Furthermore, the change had a direct influence to many employees and the time frame from decision to implementation was short. Two interviews were held at the head quarter of SIT AB in Finspång. Mats Rosander, at the time of change Director of Human Resources and a member of the board, was the first person to be interviewed. The second interview was held with Anders Bohlin, Purchasing Manager at the Steam Turbine Division (henceforth named STD) during the change. The reason for performing two interviews was to cover both the perspective of the board of SIT AB and the one from a leader in a 3

4 division affected by the change who is closer to the employees. Rosander and Bohlin played different roles in implementing the change. Rosander together with the board had the overall responsibility for implementing the change and was also the one to first inform the employees. Bohlin was affected of the change himself but since he possessed the role of a manager he also needed to inform and support his employees. He was the one closer in contact with the employees which makes his actions as a leader interesting to study. How to collect data The preparation made before the interviews was arranging a date and determining the questions. The basis for the question is chapter 9 Leading change in The Art and Science of Leadership written by Afsaneh Nahavandi (2012). The chapter covers different kinds of change and stages in the changing process as well as the leaders role in implementing the change. The questions where determined based on this theory and the limited information the authors possessed about the change that occurred at SIT AB. The questions where divided in four categories. The first category was about what kind of change the leaders have been part of, e.g. if the change was planned or unplanned. The second covered the leader s role in implementing the change, e.g. how the leader handled the employees and resistance that may have arisen. The third one handled the implementation of the change, e.g. how the employees were being prepared to the change and if the change was successful. Finally, the last one covered culture of the company, e.g. if the company can be considered a learning organisation and what impact it had on implementation of the change. Since the authors were not familiar with the change that had occurred at SIT AB the questions were formulated rather general and not specific about the change. However, during the interview some complementing questions concerning the specific change were asked. The writers noted the responses of the question while the questions were asked and compiled the information as soon as possible after the interview. The course literature has been widely used since the authors believe that it is comprehensive and examiners from the university have recommended it and thus considered trustworthy. The authors have also used the university library, and its search service Scopus to find scientific articles. Furthermore, additional material from the website of Siemens is used. A certain division of work has been done within the group in order to improve efficiency. However, all members have been involved in and discussed each other s parts. It has been considered necessary for all team members to contribute to the discussion chapter as well as conclusion. Analysis of the method and reflections on the quality of the data The fact that the use of literature for the most part consisted of Nahavandi s The Art and Science of Leadership can be seen as a weakness for the analysis, since it only gives the perspective of one author. To give the report a more distinct scientific basis the theory would need to be supplemented with a larger number of scientific articles. However, the book is a summary of the work of several authors even though Nahavandi s interpretation is the one most likely presented in the book. The main topic in this report was to interview a leader who has been participating in an organizational change. It could however, been interesting to interview one of the leader s employees but this has been considered outside of the scope of this report. Two interviewees were chosen because it gave further aspects of leadership into the report. Initially only Rosander was meant as interviewee, but when his role in the change was clarified a second interviewee was elected in order to provide a broader perspective on leadership. 4

5 The impressions and information that the interviewees gave during the interviews opine to be objective, but important to keep in mind is that objective information to some extent is always subjective since the interviewee chooses what to present. Results In this chapter the reader can find the results of the empirical findings performed on two different leaders at SIT AB. This chapter is based on the interviews with Mats Rosander (2013) and Anders Bohlin (2013) if nothing else is stated. Siemens Siemens AG was founded in 1847 and is today one of the largest groups in the technology sector with a turnover of 73.5 billion Euros. With headquartered in Berlin and Munich they conduct operations in 190 countries and has globally over employees. The company's principal markets are industry, energy, healthcare and infrastructure and cities to which they deliver high-tech solutions. The part of the group that operates in Sweden is Siemens AB with a turnover of 18 billion SEK in (Siemens AB, 2013) Siemens Industrial Turbomachinery Siemens Industrial Turbomachinery is a wholly-owned subsidiary company of Siemens AG with 2800 employees and is located in Finspång in Östergötland. Key activities in Finspång are development, manufacture and supply of components and complete solutions for power and heat generation. Before the change the company manufactured, sold and serviced steam and gas turbines. (Siemens Industrial Turbomachinery AB, 2009) The Change The change took place in the autumn 2011 and was a strategic move made by the managing board of Siemens AG. The change implied a transfer of the business responsibility as well as control of production, project management, purchasing and engineering of steam turbines, from Finspång to Görlitz in Germany. The reason for the transfer was that it would make room for future growth of gas turbines in Finspång, and that a distinct site focus on only one product would be achieved. It should be noted that, at this time, STD in Finspång went very well, both concerning sales and customer satisfaction. There were large amount remaining backlog of orders that needed to be finished in Finspång before the transfer fully could take place. This implied that the employees at STD were bound to stay until theses orders had been finished, even though they were aware of that they soon would have to change job. As mentioned, the decision about change was taken by the managing board of Siemens AG. A few members in the board of SIT AB were informed of the decision taken by Siemens AG a day before the board meeting in Finspång when the decision about change would be announced. In the afternoon, the same day as the board meeting was held; all employees affected by the change were informed. This meeting was held for about 150 employees but it would later crystallize that about 70 employees were directly affected by the change. The short time frame and the fact that the change would begin immediately makes this change very unique to SIT AB. Normally, there s a preparing-phase and the change process occurs more controlled and premonitory. Also, the board of SIT AB usually gets to take part in discussions about issues related to the site in Finspång, but this time they were completely unaware of what was going to happen. 5

6 Concern of the employees was highly valued by the board at SIT AB during the change process in order to ensure that all employees felt fairly treated. Immediately when informing about the decisions of change, the board announced that no one had to leave the company but that they needed to change work. However, it was important to ensure that the change did not adversely affect the remaining backlog orders at the site in Finspång which had to be finished. Therefore, the employees at STD were requested to stay at least one year in order to deal with the remaining backlog orders and also to support the transfer. Mats Rosander, Head of Human Resources Mats Rosander was at the time for the change head of HR as well as a member of the board of SIT AB. He was assigned responsibility to make sure that implementation of the change would go as smoothly as possible for the company as well as the affected employees. To ensure this, Rosander made sure that there were supportive measures available for the affected employees. First of all the HR department was available once a week if someone wanted to discuss their work situation and get help in finding a new job within SIT AB. Furthermore, the online tool HealthWatch was utilized with the aim of measuring the individual health, preventing illness and promoting health. With HealthWatch it was possible to identify the health of a department and this was being done on a monthly basis and followed up by Rosander. Finally, training for managers in how to handle the change process was maintained. Initially, he experienced resistance to the change. The fact that the decision about change was released as a bomb was not popular among the employees, it created turmoil and contradictions. Rosander believes that resistance was founded in the insecurity the employees felt. Employees expressed concern that a possible future crisis on gas turbine side would hit the company harder when they are no longer producing steam turbines. Further, steam turbines have local history in Finspång which brought opposition among some employees. It was steam turbines Siemens, at that time STAL AB, started to produce exactly one hundred years ago, Even though the board of SIT AB had no choice but to support the decision and implement it, the criticism was mostly aimed at the managing board of Siemens AG. Change is a matter of survival for SIT AB according to Rosander, and necessary in order to keep their position on the market. Learning is also seen in the variety of clients and cultures that SIT AB encounter in their daily work. There are good opportunities for development within the company, one example is internal training courses to acquire new knowledge. Anders Bohlin, Purchasing Manager STD Anders Bohlin was at the time purchasing manager at the STD. He got the information about the decision at the same time as the employees of his department which gave him no time for preparation. Bohlin himself needed to decide if he wanted to be a part of the change or if he wanted to quit his job. The information was released on a Friday, which gave Bohlin and the employees a weekend to process the change. Quickly the next week the decision to remain and accept the change was taken by all managers after discussions and collective agreement. In order to make employees stay at their work during the transfer and finish backlog orders, an incitement was obtained in form of reward money. Bohlin experienced a big dissatisfaction among the twelve employees at his division. He expressed that he perceived opposition from employees about the requirement to change work. He think that one reason for this was that there is a bit different organizational culture between STD and the Gas Turbine Division. Mainly, opposition was raised from employees with simple working task. However, the fact that no one was bounded to leave SIT AB made it easier for Bohlin and the other managers as 6

7 well as the employees to handle the change. Bohlin role as a leader during the change was more supportive than normal. He made sure that each employee got the time he or her needed to talk with him in private. Also, he allocated much time for discussions within the whole group. Further, he mapped the competence of each employee and matched with the needs of other departments, in order to find a suitable job for this person. During the change some employees went to Görlitz to convey competence. Bohlin considered those people and their attitude towards the transfer to be important in implementing the transfer and making it successful. They pointed the way to other employees, according to Bohlin. Further, Bohlin found the change successful and he believes that the main reason for this was mainly commitment to the company from employees and flexibility in the organisation. At present, the transfer is more or less completed. Anders Bohlin is now the last employee in Finspång still employed at STD with responsibility for administrative tasks remained as a result of the transfer. Discussion In this chapter the results from the empirical research are being discussed and compared to theory. Unplanned Change According to Nahavandi (2012) forces for change can be both internal and external. Examples of internal forces given by the author are low performance, new leadership and low satisfaction whereas external forces can be economic, technology and cultural. However, in the particular case of the change that occurred at SIT AB 2011 none of these forces are actually the reason for the change. The STD at SIT AB went very well and was performing splendid results both concerning sales and customer satisfaction. The staff at the division enjoyed their work and the working environment was positive. Furthermore, steam turbines have been produced in Finspång for a very long time, more precisely in 100 years, and this product is deep entrenched in the company culture of Finspång (Siemens Industrial Turbomachinery AB, 2009) In other words there were no direct internal nor external forces visible to the board at SIT AB driving the change and that is probably why the information about the change came as a completely surprise for them. Since the initiative to change did not arise in Finspång, the leaders who were going to implement it might not support the change themselves but had to accept it and convince their employees to do the same. This was a challenge in successfully implementing the change. Nahavandi (2012) consider the different types of change require different actions from leaders. In the case of planned change for instance, a leader s ability to structure tasks may be important. From the managing board of Siemens AG point of view the change was planned, it was a strategic move. For the board at SIT AB however, the change was certainly unplanned. They had not been given the opportunity to discuss this issue nor take part of the plans. When facing unplanned change, charismatic leadership may become more central, according to Nahavandi (2012). Further, Nahavandi (2012) express that it is important that leaders make an emotional connection with followers and help them through the change. Leaders of all levels were given training and help in how to handle the change in order to be able to support the employees. This was also most likely necessary since none of the leaders had got the chance to understand and plan how to implement it. According to Nahavandi (2012) success is based on understand the course of change and to have vision for the change, which is clearly informed to all involved. This is confirmed by Kotter (1996) 7

8 who states that a vision needs to be created in order to direct change efforts. The board of SIT AB had to communicate a vision which was not their own and this can be problematic. The fact that the vision was not their own was something the board of SIT AB was transparent with when they told "This is not a decision that we like, but we have decided to implement it. The leaders were told to talk and discuss the change with their employees and offer them personal conversations. The Leader s Role in Managing Change The leader and his or hers actions are of big importance in a change process. Especially in an unplanned change the leader as a role model is significant (Nahavandi, 2012). The relocation of the STD was, as described earlier, an unplanned change which made strict requirements of the leadership. Nahavandi (2012) discusses that there is a difference between being a manager and leader. One example is that a manager remains aloof to maintain objectivity while the leader establishes an emotional link with followers. This is something observed at SIT AB. Rosander and Bohlin have two different kinds of leadership positions. Rosander is a manager in that way that he has administrative routines and formal responsibilities. But in capacity of a leader Rosander developed human resources and has a long-term view. Bohlin work closer to their employees and have a greater direct impact when it comes to motivating and inspiring, and consequently he is more of a leader than a manager. Nahavandi (2012) describes two types of leadership, transactional and transformational leadership. Transactional leadership is an essential part of leadership including exchange between the leaders and the follower, often the employees, at a basic level. Nahavandi (2012) define transactional leadership as The leader provides followers with resources and rewards in exchange for motivation, productivity, and effective task accomplishment. To create change the transactional leadership needs to be supplemented with transformational leadership to inspire the followers to be a part of and to achieve a large-scale change. This is especially of importance when the change is unplanned, like the studied change at SIT AB. At SIT AB transactional leadership were well implemented but to success the transformational leadership three factors need to be combined; charisma and inspiration, intellectual stimulation and individual consideration. The concept of charisma and inspiration is of importance to overcome the resistance to change since the concept results in loyalty and trust between the leader and the followers (Nahavandi 2012). Rosander (2013) argue that thanks to the trust the board of SIT AB had gain from the employees; loyalty already existed between the leaders and the followers which were of big importance to succeed in implementing the change. Nevertheless, there were resistance to the change among the employees showed thorough questioning and concern. Bohlin described it like There was some resistant, but nobody opposed the change. That employees chose to follow the board in the change despite their disapproval demonstrates the strong loyalty that existed between board and employees. Resistance According to Nahavandi (2012) there are three general causes explaining resistance to change; organizational, group and individual factors. Individual factors include fear of the unknown, fear of failure and job security. All these are factors that the employees at SIT AB felt about the change. The probably most important matter in this change was that the board of SIT AB immediately communicated to the involved employees that no one would have to leave the company. In that way the board showed their concern for the employees and helped them through a comprise change. That decreased the resistance to some extent, but still all the employees had to find new jobs within SIT AB, which resulted in insecurity. Bohlin, who worked closer to the employees, once a month talked to his employees about the change and their further jobs and showed by that interest in the 8

9 employees and help them developing in their career. Bohlin s role as a leader was in large extent to support the employees in their efforts to find a new suitable job, but he was clear to the employees themselves had to apply for the jobs they wanted. According to Nahavandi (2012) to act as support in the changing process is one of the leader s main roles. The group factors affecting the resistance to change is group norms, group cohesion and also leadership. The group norms can be advantageous if the workers collaborate well together but if resistance to change arise, the norm can be an obstacle for implementation. At SIT AB the group norms seem to be quite strong, the different groups are used to work together. In the studied change the group norms were noticeable through the group members talk about the change and decided how they would react to the change. That was seen at all levels in the company, even the leaders did it. The group norms vary between the workers at the STD and the Gas Turbine Division. The divisions had different organizational culture and different way of working. The differences were one reason the employees were resistant to the change. The third cause explaining resistance to change is the organizational factors such as culture, structure and lack of rewards. The SIT AB organization was helped by being accustomed with changes and change management. It is an organization with a clear working method for changes. This gave the board of SIT AB and the rest of the organization a sense of security and a working method to fall back on even though that the change was unplanned. It also helped to make the leader s role clearer. Maintaining employees The backlog of orders was at the point of change corresponding to one year of work for the employees at the STD. This led to a conflict of motivation for the employees since much focus was on finding new jobs for them but at the same time it was necessary to implement the ongoing transfer. To keep employees motivated for continued work and to keep them in their old positions, they were offered a reward. Bohlin was clear to employees that they together would perform the work necessary. He was also flexible in his leadership, which Nahavandi (2012) identifies as a key component in leading change. Some employees wanted to move before the transfer was set and Bohlin enabled this by bringing in consultants. Implementation of Change By understanding the course of a change, leaders can plan and implement the change more successfully. Regarding psychologist Kurt Lewin s theory of organization discussed in the course literature (Nahavandi, 2012), changes take place in a three-stage process. The first stage, unfreezing, refers to the importance of preparing people to understanding the need for change. Step two in the model is changing, which is implementation actual change. Finally, the freezing phase provides time and support to ensure that the change become permanent. Unfreezing In the studied case the unfreezing phase was absent, which of course affect the change. Essential for the unfreezing phase is to get followers to understand that there s a need for change (Nahavandi, 2012). Furthermore preparedness for a change can help reduce opposition, even clear information is of importance (McKay, Kuntz, & Näswall, 2013). With absence of the unfreezing phase it became even more important that the board of SIT AB were clear, informative and observant with the employees' reactions and wellness. That was done in parallel with process of change. 9

10 Changing The changing phase refers to learning new behaviours, skills and implementing new practices and policies. In the case study this appears in different ways. With the change at SIT AB followed that employees had to change job within the company. To find a good solution for this the competence among the job applicants were matched with the different needs among the company s departments. To bring the skills to the site in Görlitz, labours from Finspång went to Germany to teach what needed to be taught. This was an important move, and the employees, which choose to take this voluntary assignment, were highly valued and were by some means regarded as informal leaders. One explanation to this can be that this people have a greater transparency and increased knowledge about the project. Most likely another reason is that it s relativity pleasing to follow a person who shows ambition, who believe in the project and show that there are great opportunities for it to succeed. The role as manager and leaders role in changing phase is essential and aim to support followers, emphasizing the importance of the change etc. (Nahavandi, 2012). The changing phase lasted for about one and half year at SIT AB. It officially ended the first of April 2012, when orders no longer were booked in Finspång but instead in Göriltz. Freezing In the freezing phase the newly implemented practices are encourage and supported to become a part of the routine (Nahavandi, 2012). In the case study it can be seen as the employees got new work assignment, and most likely new knowledge where to be adapted. A problem that can occur in the freezing phase is that change will not be permanent and that the employees fall back in old routine (Nahavandi, 2012). As for the change at SIT AB this is not a risk, as the change is non-reverse. A risk in the case study is that the change not becomes fully frozen because of dissatisfaction. If the resistance of employees and sceptically is great the goal will not be fully accomplished. The importance of learning organization Nahavandi (2012) defines learning organization as a organization in which people continually expand their capacity to create, where innovation and cooperation are nurtured, and where knowledge is transferred throughout the organization. This can clearly been seen in the case study. Change is a matter of survival for SIT AB according to Rosander (2013), and necessary in order to keep their position on the market. With change follows a learning process. Learning is seen in the variety of clients and cultures that SIT AB encounter in their daily work. There are good opportunities for development within the company's, internal training courses to acquire new knowledge is just one example. That indicates SIT AB as a learning organization. According to Nahavandi (2012) and Lines et. al (2011) learning organizations have an advantage when implementing a change. For instance, they have an ability to see what changes are appropriate and necessary, and easier to acquire the new knowledge that comes with change. Conclusion and Reflection This chapter presents the conclusions which are based on the research questions discussed in the analysis. Finally, a reflection of the assignment is conducted by the authors. Conclusion The change that occurred at SIT AB was unplanned for managers as well as employees, which made the situation unique. This together with the fact that many employees were forced to change job made it important for leaders to be supportive. Transformational leadership was in other words important. 10

11 Mats Rosander and Anders Bohlin had different roles in implementing the change. Rosander had a more comprehensive, administrative responsibility and made sure that supportive measures were implemented and followed up. Thus, he had indirect responsibility for health and wellness of the employees. He was also a link between the managing board of Siemens AG and employees at the site in Finspång. Bohlin worked closer to the employees and made sure they got the support they needed. He gave them time for discussion and reflection in the whole group as well as in private. An important aspect regarding both leaders is that their attitude to accept the change, even if they disliked it, and to convey this to the employees had great significance for the outcome of the change. Also, the fact that the decision to change was not taken by the board of SIT AB probably facilitated the implementation of the change since it created them and us feeling. Finally, the fact that SIT AB can be considered a learning organization made the changing process more feasible. Although the role of the leaders was important, perhaps the most important factor for success was that no one had to leave the company. In conclusion it can be said that even though a change is unplanned, the result can be successful. Reflection The change discussed in this report is a unique change for SIT AB. The fact that the change was unplanned for the board of SIT AB makes circumstances special. The board primarily had to take a stand in what they thought of the change, and process their own feelings before engaging in the followers. As for leadership skills, in an unplanned change it is important with a charismatic and transformational leader, who also understands the value of an emotional connection with the followers. The authors opine that Rosander and other top management took the well-being very seriously, and took out several support services for the change to go as painlessly as possible. The leaders had to act fast and make quick decisions, since the preparatory phase was non-existent. The acting organizationally was also well thought-out, and the tool closes with matching and coaching for new job opportunities were important. From a strategic perspective we consider the change successful since a more specific site focus has been achieved. However, to fair judge whether the change was successful or not from the employees point of view, the authors would need greater information. Two interviews with two managers do not give the whole picture, and excludes those who might have been affected the most by the change. Worth pointing out is that Bohlin experienced a greater discontent among the employees than Rosander did. One explanation for this could be that the employees have a closer relationship with Bohlin, due to a lower position than Rosander. Based on the information that the authors possess, the change is perceived as successful. Rosander and Bohlin support their opinions with examples and that clearly explains the approach to the project, giving their statements strength. The employees were given the support they needed and a lot of resources, both in terms of time and money were put on supportive measures. The process of matching skills and needs came into use, and the employees who were forced to move within the company search post that interested. Purely economic incitement was used, which in combination with the support measures is considered to be a fair action. Some people chose to go in early retirement, and some chose to go home as a result of the change. Although this represented only a few persons of a total of 100 affected, which can be seen as a failure. As a result of Rosander and Bohlin various positions within the company, their role as leaders in the change is differently, and with that their pursuance. Choosing Rosander as interviewee may afterwards be seen as a less good choice because of his role in this change was to operate it, and thus disappeared 11

12 several interesting aspects of the leadership role as e.g. the direct contact with the employees. These aspects are covered instead through the interview with Bohlin. The two interviews show the importance of adapting behaviour as a leader depending on the situation and the position, which also requires different qualities of the leader. 12

13 References Bohlin, A. (2013, Novemeber 29). Purchase Manager, Siemens Industrial Turbomachinery. (L. Larsson, A. Sterne, & E. Störe, Interviewers) Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. Lines, R., Saenz, J., & Aramburu, N. (2011, June). Organizational Learning As a By-product of Justifications for Change. Journal of Change Management, 11, McKay, K., Kuntz, J. R., & Näswall, K. (2013). The effect of affective commitment, communication and participation on resistance to change: The role of change readiness. New Zealand Journal of Psychology, Nahavandi, A. (2012). The art and science of leadership. Harlow, Essex: Pearson. Rosander, M. (2013, November 29). Head of Public Relations, Siemens Industrial Turbomachinery. (L. Larsson, A. Sterne, & E. Störe, Interviewers) Siemens AB. (2013). Om Siemens. Retrieved December 12, 2013, from Siemens: Siemens Industrial Turbomachinery AB. (2009). Siemens. Retrieved December Saturday, 2013, from Siemens Industrial Turbomachinery AB: 13