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Job interview - Dr Daniel Spindler - Director - Siemens Health care Diagnostics Services

Bosch Servisi

Dr. Daniel Spindler, Director of Siemens Health care Diagnostics Providers, has been responsible for the Siemens Finance and Accounting Shared Service Center in Brussels considering that 1st Could, 2009. He 1st joined Siemens in 1994. His locations of obligation covered different Managing features for Sector in Regensburg as nicely as for World-wide Procurement and Logistics in Munich. Two stays overseas in China and Canada enabled intercultural experience. In 2004 he was granted a doctorate by the University of Regensburg for his analysis in the discipline of Truthful Worth Accounting under IFRS. From 2005 to 2007 he was liable for the implementation of IFRS at the Siemens Strength Team Electricity Transmission and Distribution in Erlangen as effectively as for the Automotive Team SiemensVDO in Frankfurt. Additionally he was concerned in the preparation of the IPO for SiemensVDO.

Prior to his appointment at Siemens Healthcare, he labored for over two many years for Audi in Ingolstadt, exactly where he took over responsibilities in exterior Group Reporting. Furthermore he was in cost of the team-extensive implementation of an SAP BCS consolidation program.

SSON: Siemens Healthcare Diagnostic Providers (SHDS) has absent via a lot of alter, particularly with the post-merger integration. Could you elaborate on the alter programme?

Dr. Daniel Spindler: Siemens in common have quite substantial expectations and complete tips on Compliance and Corporate reporting. There are quite intense needs which have to be adopted with regard to the month to month Company reporting to our HQ in Munich. Siemens also have comprehensive post-merger tips that let new entities to get common with the Siemens landscape there is a record of about sixteen web pages outlining what each and every entity has to implement and to fulfil. When all recommendations are executed and adopted then an entity is suit to turn into portion of the Siemens entire world.

After a merger, the people also need to be introduced on track. To attain this we performed many conferences, like welcome days for newcomers or Town Corridor meetings for the entire crew. In addition, it was crucial for the comprehending of the Siemens society and its values to move to the Siemens Regional Firm facility in Brussels. Just before the move, we ended up aside from Siemens and nonetheless felt and behaved like various businesses. Now we can easily get in contact with all our colleagues, e.g. the corporate departments of Siemens Belgium like Authorized, Tax or Genuine Estate.

SSON: Daniel, what are the important drivers in the adjust programme, and how did Capgemini Consulting assistance this?

DS: The crucial driver of the alter programme was the alter of mindset. It was a adjust in direction of the Siemens globe and its IT techniques, the place we benefitted drastically from the assistance by Capgemini Consulting. One large venture was for instance the implementation of the Siemens Chart of Accounts (CoA). Before we had the Dade Behring CoA, but mid Oct 2009 was the go-live for the Siemens CoA. We now also have in our nearby SAP program the Siemens CoA and we never have to convert anymore from the previous Dade Behring accounts to the Siemens accounts. This was 1 extremely essential stage in satisfying the central specifications, as Siemens asks all entities worldwide to use the identical Corporate CoA.

In addition we are working via the 3D programme, which indicates that all the business acquisitions that Siemens created more than the final 3 a long time, in buy to develop up the Diagnostics enterprise, are migrated into single 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 need to have to be carried out, but also on the Finance side the entities need to be merged. We have also received a good deal assist from Capgemini Consulting on this venture.

SSON: What procedures ended up standardized by way of Capgemini Consulting when Siemens acquired Bayer's diagnostic division, Dade Behring and DPC?

DS: A high diploma of standardisation was carried out on the Finance and Accounting side, like implementing the Siemens CoA and by way of the 3D programme, exactly where Capgemini Consulting work
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