Technology and what technology can do for us in life, how how it can improve our life, how it can also improve our world, our economies, our society.Hence, let me start before I basically dive into what brought, you know, what is it that I have done over the last years and the thirty years of career. Let me start where I do stand today and also give you a glimpse of what is it that I'm acting right now so that, each of you understand, you know, what is the strategy I'm applying to ensure that I'm able to manage the digital transformation of my current company, Siemens. Please let the movie start. Can we do something about this?

Oh, there's definitely something that can be done about this.

Okay. By when? Our consensus says by twenty thirty.

Let's make it twenty thirty tonight. Clock's ticking. Let's go. Let's combine the real and the digital worlds to make big changes for everyone.

Can we do something about the music?

How's this?

That's better. Pretty good. But can we do something about replacing these?

On it. comes a digital twin of the factory, then you optimize it so you can build the real one that produces batteries in record time. Here you go.

I'm happy. What about you?

Well, actually, can we do something to make the city more livable? Got some ideas. But can you make them happen? Well, yeah. How about using data and AI to transform urban life to be smarter and more energy efficient? Even updated your suit. Woah. Thanks.

What about trains?

Yep. Again, using a digital twin to help design and build a real hydrogen powertrain. Can you

do my homework for me? Please do not help him with that. Wait. Who are you? Siemens. Yeah. As you can tell, this video is displaying what Siemens stands for. And maybe, when you have heard about Siemens in the past, you have heard things like household appliances, which we are not there any anymore. You have heard about communication etc. Nowadays Siemens, even though have been on the market one hundred and seventy seven years, it's really an industrial conglomerate which is serving the societies of today to master the big challenges we are facing, like climate change, like aging societies, etc. And we are considering ourselves as a company the operating system of industry. Why? Because we deliver the right solutions in mastering these challenges, and I'm really proud to have to be here and, be have been given the opportunity to drive the digital transformation of this company.

Here is basically what you see. I'm as an IT, responsible chief information officer, have to take care of. I need to understand what are the strategies, what is the strategy, what is the business strategy of each of these segments of this company. Be it the digital industry, which is about manufacturing, providing automation to manufacturing companies, be it smart infrastructure, providing technology and automation to, buildings and to energy network providers, be it mobility where we are delivering trains and to train infrastructure, or being the scanning diagnosis tooling, with CMS Health Seniors.

And, of course, we have portfolio companies which are small areas which we are growing and also releasing to the market as well as in internal consulting team, Siemens Advanta, which is consulting internal as well as external customers. And we have the service areas where we also are a little financial bank, which is supporting our customers on financing very big deals, like, for example, electrifying America or electrifying even Egypt. Siemens Real Estate is the area which is holding multiple number of men of buildings which are either used by ourselves, our own units, or is rented out to external customers, as well as global business services. This is where we are providing shared services to the whole of Siemens. Whole of Siemens here, with the Siemens health seniors is around 330,000 people, so it's a lot and I think this is exactly which you need to take into account when you are driving in your careers, when you are driving and designing, the way how you're gonna lead and excel, you need to also always consider where does this business stand, what is the strategy of the business you need to be taking care of when you are designing the strategy of your unit you are responsible for.

This, for me, is the priority number one before you can even discuss, you know, how can you be successful. Having said that, let me go further to the next slide, please, which where I share with you the complexity I'm currently dealing with. So, as you can tell, the volumes already tell you many things, you know, keys and, facts and figures always tell you what is it that you have to deal with to understand how many stakeholders you are basically responsible for, how many people you need to be serving, how many countries you need to be knowledgeable about in terms of where are the, legal requirements per country of seeing, being in an IT function like myself.

For example, you have also data privacy concerns, you have data residency issues, etcetera, which you need to take in taking care of because data is what is processed in the systems you are delivering, as well as the revenue you are processing through. And sustainability is also a key aspect of how we, as Siemens, wants to deliver want to deliver our own sustainability agenda as well as towards our customers. So on the right hand side, you see what I'm basically how do I manage that estate on the left hand side? With 6,000 with 6,000, associates in 60 countries, we are delivering I'm delivering services with my team in the area of office IT, process IT, production IT, and product IT. What does it mean office IT? Obviously, it's everything where you are looking at the devices you are using in today to day work. Process IT is everything about automating, digitizing, the processes around controlling, logistics, says, basically, the whole value chain process including production IT.

If you are a manufacturing company where we have 120 factories out there, and we have product IT, this is where my team is delivering the tooling to develop our products, which are software and hardware products. And, overall, we have over 20,000, software developers. So the sheer number tells you, you know, that there is something to be managed and it cannot be just managed by yourself and a small leadership team of IT. It needs to move, the people. We need to, you know, I need to take the people with me to ensure that they are able to deliver the digital transformation to our company. So how do we do that? Next slide.

Besides talking about the content and what is it that we support the company with in the four areas, as I said before, office IT process, IT production, IT product IT, where it's about sustainability, where it's about, transforming the everyday of Siemens because we are basically a Siemens combining the real and the digital world.

We are basic providing hardware and software products to the market. This is where we are delivering basically all the content, but to get take my people with me, the the most important thing for me is when I started off a position, a c level position, even a smaller, unit position throughout my career, it was always important me to for me is that besides the strategy to be defined together with the team, it's also about the mission and the vision we are looking at.

So So when I started off with Siemens, there were three things I said to the team. Number one, we deliver world class IT. Why? Because Siemens is a world class company, so we cannot deliver less anything less than a world class IT. Secondly, we are a role model for digitization, diversity, and sustainability. I wanted my team to be leading in that regard because you cannot just preach the water to your business to say you need to apply the new newest latest technologies like AI, etcetera, without utilizing it yourself and also showing to the business how this technology can be used and delivering benefits.

And most important for me is and always was that the team that we are all acting as one IT. I expect my team to be working across the businesses, across all the countries as they are 190. We are in 60 countries that we are not differentiating according to the or code, but organizational code, but we are really united to deliver the one thing which is most important, namely the business outcome for our company. So that's basically one of the key, sources, sources of success, which allows me, besides the the content, the the what, basically, we need to be delivering to the business and driving the digital transformation, This is one of the key most important factors to ensure that, I'm able and was able to take the team with me.

At the same time, if you go to the next slide, what's equally important is that besides giving your team a vision, you actually build an inclusive workplace. And as you as I said before, I wanted us as a team to be leading in digitization and sustainability, but also inclusion. And, hence, this is a statement from one of my leaders, being a female leader, who actually is very young potential, who actually is making a statement which makes me very proud, which tells me that I was pretty much successful in delivering all, what I basically envisioned, meaning that people are motivated to work in our company in the IT function to deliver the right business outcomes and still feel not only included, but also are exposed to the latest and greatest technology, which makes them proud and which makes them knowing that they are employable and that they can basically master all the challenges which are coming along.

Now, having said that, overall, how was my career? If you go to the next slide. Was it streamlined one clear pass saying, oh, yeah, Hannah Henick knew from day one that she will become a CIO. Not. Actually, the job, which is not even listed here, it was a, b, Inc, SAP junior programmer as my job. Now when I did that, it was not clear to me whether I would be really wanting to stay in, in the, IT arena. Why? Because my background actually from a university degree is an economics economist. So it was not clear to me that I wanna continue in that path when I started off as a junior programmer, whilst being intrigued by having applied for the job because I was working with IBM as a working student during my studies.

Now that's why I said, you know, I wanna explore the world, and that's why I decided to go to, as a trainee to Robert Bosch working on the business side. After I finished my trainee job, I was offered a very great opportunity in the headquarter of Robert Bosch in Stuttgart. However, at that point of time, I just said to myself that, actually, I really found this combination of technology and business so exciting that I don't necessarily want to continue new just on the business side. Hence, I went over to US becoming an principal, consultant and engagement manager with Capgemini, where I was consulting companies in their digital transformation. Now after that, basically, I, came back to Germany to, be with Aon, which is an energy consulting energy company. Now you would say, oh, why would you come from sorry, I was with Telefonica, I forgot this. So I was basically coming from US over to Telefonica.

Telefonica was an exciting environment where actually I started off on the business side, but then went over to the IT side, becoming very fast, the female head c level head, basically, in the leadership team of the CIO then. At that time, you know, I was excited by the company, which was actually the the the startup in the telecommunication area in Germany, which made me also learn about, you know, how do I build up startups, how do I grow, how do I scale. Now during that time, actually, I was, giving birth to two lovely kids on my side, which are now, 18 and 20. And, at this point of time, I would I was given the opportunity to go to, Spain to follow-up my career, but at that point, I decided I wanna stay with the kids in Germany. Hence, I had to change and wanted to change then the company which one became then EON. Still in very excited time, why did I go to EON? Because it was a technology environment which was growing, changing, deregulating, which became much more competitive than it was before, and I was able to leverage my knowledge from the scaling and the fast speed environment of Telefonica.

During that time of team at EON, which, again, like with Telefonica, was there ten years, I was able to grow as a member of board for the shared service company, EON business services. Made me very proud, and it showed me that I'm able to deliver good business outcomes, to the company regardless in which region, regardless in which industry I am. Now, obviously, things you might hear are also throughout my career. It's not always to follow your career, it's also that you make a decision on private life. So this time, again, the private life basically made me decide to go away from EON because I was traveling and commuting for ten years between Munich and Hanover, Dusseldorf and other comp and other countries, well, I said, you know, I wanna now stay and live and work in a country, in a city, basically, where I can combine those and both work and life integration as far as as possible with it being dedicated to my kids.

So that's why I went to Osram. I stayed there only for one and a half years because I got this opportunity offered from Siemens in such a period of time. So now here I am, five years with Siemens. I'm very dedicated to Siemens because it's exactly what I was looking for in terms of, raison d'etre, what is Siemens there? Siemens is really transforming the world of everyday of our customers, and it's moving the societies overall. It's a great company, and I would not like to miss it to have worked here.

As you can see from the career overall, as I said before, it's not always was it driven by, career aspirations. It also had decisions being taken on the basis of a family decision, and I think this is what's most important for us, as I have learned over years. If you go to the next slide, this is basically what I would like to summarize as an advice to you, you know, how to master your career. of all, wherever you are, wherever you are, whatever you are tasked with, develop a clear vision. What is it that you want to achieve on the basis of the business strategy? What are the business outcome you wanna drive? What does it take to deliver, these business outcomes content wise? And what does it take to move and motivate your team? Secondly, be clear and fair in your feedback.

Ensure that people know where they stand. Also, take feedback from you for yourself to understand where you can maybe grow grow and where is it that you are having strengths which you might wanna display more. Important also to be authentic in your leadership time, leadership style. For me, it was always important that I'm who I am. It's not about being superficial. It's not about pretending you are someone else. You need to be you. This is basically where you can your passion comes through. This is where you're gonna which makes you also successful. Then, of course, you wanna ensure that you select the right people which you can trust, which are there around you to build, the environment you envision to deliver to basically, which helps you delivering the business outcomes for your cost for your for your business you are working in, which serves, obviously, the customers outside.

And most important is, as I said before, a vision is also shaping the culture you are in. Very often, and we, chief in tech, love technology. I do techno love technology as well, but technology is not decisive in life. Most important is the culture. As you have heard maybe from Peter Drucker, culture eats strategy for breakfast. Hence, once you are talking about what, you also need to have, be aware about the culture you are working in, and also you can shape the culture. It's nothing which is given. And last but not least, obviously, a role model in creating an inclusive culture is most important because diversity is really giving you the span of, input which you need to take decisions.

And, of course, most important at the end is don't take yourself too seriously. If you go to the left slide, this is actually my motto. A day without laughter is a day wasted, and this is what I really embrace every day and try to find in every single minute, you know, a good point of reflection so that, we are aware basically that there is life life also outside of business. That would be it from my side, and I wish you a wonderful, remaining day of the three summits. I understand today the career growth summit, have fun and enjoy it as much as possible.