Masterclass Dr Dekkers

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Dr. Marijn Dekkers Chairman of the Board of Management of Bayer AG Berlin, 25 August 2010 ESMT MasterClass Series 2010
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European School of Management and Technology (ESMT), Guide for the master class with Dr. Marijn Dekkers, Chairman of the Board of Management of Bayer AG

Transcript of Masterclass Dr Dekkers

Page 1: Masterclass Dr Dekkers

Dr. Marijn Dekkers Chairman of the Board of Management of Bayer AG

Berlin, 25 August 2010

ESMT MasterClass Series 2010

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Agenda

Dr. Marijn Dekkers’ career path

Bayer in a nutshell

Introduction to the full-time MBA 2010 Class

Questions: Leadership, Career development and Post-Merger Integrations

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Dr. Marijn Dekkers’ career path

Source: businessweek.com, bayer.de

Born: 1957, TilBurg, NL

Nationality: Dutch/USA

Education: PhD -University Eindhoven, BSC in Chemical Engineering - University of Nijmegen

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Bayer - Science For A Better Life: Credo and values

Source: www.bayer.de

Bayer is a global enterprise with core competencies in the fields of health care, nutrition and high-tech materials.

As an inventor company, we set trends in research-intensive areas. Our products and services are designed to benefit people and improve their quality of life.

At the same time we aim to create value through innovation, growth and high earning power.

We are committed to the principles of sustainable development and to our social and ethical responsibilities as a corporate citizen.

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The strategic management is responsible for sustainably increasing the company’s enterprise value and achieving defined corporate objectives

HQ in Leverkusen, Germany

Board of Mgmt directs the Group’s operations Supervisory Board oversees and advises BM.

Source: Bayer Annual Report 2009 - as of March 2010

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The Bayer Group is a global enterprise with over 290 companies worldwide

Source: Bayer Annual Report 2009

Business Strategy:

HealthCare: Expansion of product range, entering new strategic partnerships

CropScience: Development of new products to replace older technologies

MaterialScience: Safeguarding existing competitive position, achieving profitable growth in the EM

Overarching strategy: Expansion in the Emerging Markets, particularly in Asia

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Industry sector

ESMT’s MBA Class of 2010 is represented by professionals with a strong technological background and managerial experience.

Educational background

One year program: 39 Students, 21 Nationalities, 26 languages

35% female, average working experience: 6 years

5Source: ESMT web site

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Questions: On Leadership and Decisions

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1. During the last year several leadership changes took place in Bayer AG. What is the strategy the company pursues in making those changes? What challenges do transition periods during replacement of the management pose?

2. What do you think is fair compensation for top management? What are the key factors to identify correct award and bonus systems for them?

3. What is Bayer CropScience’s strategy in GM technology? How do you deal with trade-offs between short-term profits and ethical issues such as CSR and sustainability?

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Questions: Talent & Career Development

1. As an executive who worked for US-based companies, you gained substantial experience in the “American way” of doing business. Which successful experiences or approaches can be transferred to Bayer in Germany and worldwide?

2. Almost half of our classmates are professionals with engineering experience. What is your advice for those students who are pursuing business career?

3. In your opinion, which set of skills is essential for a leader? Is there any of those which is particularly required for your industry?

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Questions: Post-Merger Integrations

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In 2006, under your leadership, Thermo Electron Corp. successfully acquired a significantly larger company, Fisher Scientific. Keeping this context in mind:

1. Did you face contradictions between the vision and the values expressed by the two companies before the merger? If so, how did you deal with those issues?

2. How did you identify key people in the post-merger organization and motivate them to work in the new environment?

3. The acquisition of Schering in 2006 was the largest transaction in Bayer’s history and promised to leverage profit from synergies, especially in R&D. Has that merger delivered on its potential promise?

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Moderators

Sandro Jordao

MBA [email protected]

Yelena Omelchenko

MBA [email protected]

ESMTEuropean School of Management and Technology

Schlossplatz 110178 Berlin

www.esmt.org