The CEO of Bayer Corp. On Creating a Lean Growth Machine  

Oleh:

Babe, Gregory S.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 89 no. 7/8 (Jul. 2011), page 41-45.
Topik: Chemical and Health Care Company; Production Cost; Global Revenue

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.43 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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At a September 2007 meeting of the executive committee of Bayer MaterialScience, a division of the chemical and health care giant Bayer AG, the directors were expecting me to present a detailed plan for significantly reducing overhead costs at the North American headquarters of BMS, outside Pittsburgh. Instead I asked for $70 million in additional resources. The last time I’d discussed the fate of the North American business with the global leadership was in early 2007, when the newly appointed CEO of BMS global asked me to participate in an executive committee meeting at our Baytown, Texas, facility. I had been CEO of BMS North America since mid-2004. But I hadn’t played a significant role in global governance, because Bayer’s strategic direction had always been set by leaders based in Germany. Still relatively new to my position, I assumed we’d be discussing what made the operation in North America—a region that generates roughly 25% of the company’s global revenues— unique, what challenges we faced, where we were considering investments, and how I planned to lead the regional business into the future. My top leadership team had prepared several presentations showing the added value of our region.

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