“You harmonized a key process. During post-merger integration. That is often very difficult. Because processes are often about how the work is actually done. It’s about power. How did you do it?”
It wasn’t easy. We’re two very different companies. The one German. The other American. Both operating globally. And we’re very proud of who we are and how we work.
So, there was a lot of emotions involved. And then, of course, there is the complexity on the subject matter level. We’re talking about two very sophisticate R&D organizations. With big budgets. Doing very innovative work. Believing strongly in how we do things, our processes.
How did we do it? Carefully, respectfully, diligently. Without going into all of the details one of the most important things we did was to take very seriously the cultural differences. Not just corporate culture. But more deeply national culture.
Yes, both companies operate globally. But Siemens-Healthineers is fundamentally a German company. And Varian Medical is fundamentally an American company. We spent a lot of time getting clarity – understanding – where we differ in how we think, therefore in how we work.
And that constant search for understanding really paid off. It was the basis actualy for the two sides finding the best ways to combine our approaches. And that is what integration is all about !