Zukunftsgestalter: Dieses Unternehmen machte aus 43 Marken genau eine
Der Stiftungskonzern Körber stieß 70 Prozent seines Umsatzes ab – und verdreifachte ihn danach. Wie schaffte Vorstandschef Stephan Seifert den Umbau, den viele Konkurrenten scheuen?
Hamburg and Market Schwaben - In the mind of Stephan Seifert, a large collage hangs above his desk, featuring a portrait of John F. Kennedy aboard a sailing ship. The founder of Körber, Seifert, advises his colleagues, "You can choose whether you emerge from the storm or get swept away by it." For the corporation, this means "We sail hard against the wind."
In a turbulent past, the established foundation conglomerate decided to radically change course during the financial crisis. Over half of Körber's businesses suffered losses or stagnation, Seifert explains. This was the moment they chose to focus exclusively on mega- and technology trends. The result was a radical transformation: The corporation divested itself of 70% of its revenue at that time, relinquishing earnings worth 1.6 billion euros.
Yet, instead of decline, they experienced a multi-fold growth. How this transformation occurred and what other companies can learn from Körber's journey are revealed in a look inside the technology conglomerate, which marks its 80th anniversary this year.
Written by urgent.news from Handelsblatt's reporting — not their text. Machine-written — may contain errors; check the original before relying on it.
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