Heraeus_GB15_Magazin_EN_RZ_29_04_lowRes

33 33 33 He and his leadership team identified two paths to growth: First, Heraeus Noblelight expanded its business with lighting sources, broadening its reach to become a provider of system solutions. Second, the business unit revised its strategy for the new business area of industrial LED applications, aiming to boost its innovation rate in order to significantly expand its market share. ... Wolfgang Stang gives answers As promised, Wolfgang Stang presented the new strategy by the end of the year. “Such promises must be kept. Account- ability is crucial to leadership. Therefore, I think very care- fully ahead of time about what I announce and what goals I formulate.” This is another reason that the Global Business Unit chief develops business objectives in partnership with his leadership team: “We must integrate every aspect if we With a clear strategy and defined targets, GBU President Wolfgang Stang is making Heraeus Noblelight successful again. TURNING THINGS AROUND are to define realistic goals and then be able to implement them together.” In any case, Wolfgang Stang views measurable goals as an important element for establishing the accountability he seeks. He insists on them not only for himself, but also for his employees. Take sales, for example: “We needed to increase our presence with customers. Market presence is essential in this business. Therefore, I high- lighted the number of customer contacts as a key perfor- mance indicator,” Stang says. He views this measure as one factor contributing to the growth in revenue in the first fiscal year under his leadership. And such targets do not just apply to his workforce. In another example of his typical approach, Wolfgang Stang reports, “I set myself goals for how many customers I would visit – and I met those goals.” O

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