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 Schwaben market – Step into Stephan Seifert's office and there lies a large collage. On it, John F. Kennedy is depicted aboard a sailboat, saying "You can choose whether you emerge from the storm or sail straight into it." Seifert is the CEO of Körber, a foundation conglomerate that made a radical change in its direction.
The transformation came during the financial crisis when more than half of the Körber group's businesses faced profit declines or stagnation, says Seifert. This moment marked a decisive shift towards mega- and technology trends. As a result, the conglomerate divested itself from 70% of its revenue at the time and relinquished earnings of 1.6 billion Euros.
Nonetheless, the Körber transformation only led to exponential growth. To understand how such a turnaround is possible and what other companies can learn from Körber's experience, one must delve into the inner workings of this technology conglomerate, which celebrates 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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