Corporate culture: The big HOW at the company
A statement by Dr. Claudia Mayfeld, member of the Executive Board
In politics, in business and at the workplace, people are facing a world of rapid change and increasing complexity: geopolitical conflicts, rapid advances in AI, the consequences of climate change, and disrupted supply chains. That unsettles many people and also has a big influence on the actions of international companies. How does a company position itself for a viable future under these conditions? My answer: What is needed is an adaptive culture that conveys stability to the employees and is consequently implemented with a clear strategy. I would like to play my part in that.
It is very exciting to successfully align the culture of a traditional company for the future.
Dr. Claudia Mayfeld
It is very exciting to successfully align the culture of a traditional company for the future. Change never means devaluing the past – on the contrary. We at Knorr‑Bremse are consciously committed to our established values: entrepreneurship, technological excellence, reliability, passion and responsibility. This value system is a great foundation for developing our culture further.
We convey to employees that the culture, i.e. the “HOW” in which each individual acts, is closely linked to the success of the company. If employees recognize that they can make a positive contribution to the corporate culture by what they do, their commitment and effectiveness will rise to a far higher level. Employees identify more strongly with the company and develop a strong feeling of togetherness. Each and every one tackles their tasks wholeheartedly, which has a direct impact on the performance of their team, their department and ultimately our commercial success.
If we continue along this path, the future will hold many opportunities for Knorr‑Bremse as:
- An innovative company that encourages and empowers employees to devise creative solutions. This is particularly important in the mobility industry with its large strides in development and customer requirements.
- A resilient company that is able to counter challenges with flexible solutions.
- A diverse company that values and respects different cultures, characters, perspectives and ways of thinking. That is vital to being an “employer of choice” and highly innovative.
- An attractive employer that gives all its employees – the younger generation as well as experienced professionals – a purpose.
Knorr‑Bremse is committed to a value-driven climate.
This ethos defines – socially and professionally – the answers to important questions in everyday working life: How good is the cross-divisional and Group-wide cooperation among employees? How do we develop solutions and how do we deal with conflicts? How is knowledge passed on and entrenched at the company? How do I create and gain space for creativity and innovation? Sustainable, widely accepted answers and process solutions require the parties involved to engage “as equals.” These two words encapsulate the fair working relationship we always strive for and an open error culture.
It is important to engage in a dialog on equal footing with employees.
Dr. Claudia Mayfeld
So how do we implement cultural change in concrete terms?
The strategic core of this transformation is the enhanced leadership culture coupled with empowerment of all employees. Our new Leadership Principles, conveyed in workshops, guide managers in acting independently. That enables us to fully live up to our function as a role model (“leading by example”) with the ability to think, communicate and act in a networked manner. At the same time, empathy is required from all managers when they experience the current fears, worries and needs. The goal is to provide a safe haven in the midst of the stormy change. Among others, a team-oriented speak-up culture, i.e. where sensitive topics are also openly raised and discussed, is vital in that. That is the only way to achieve a positive error culture that enables results-oriented and open-ended processes.
Empowerment means strengthening individuals.
The dialog on equal footing with the employees is essential and has a very enriching effect on me. It is extremely important for employees to participate directly in cultural change – and that is an aspect that we at Knorr‑Bremse can become even better at. We have recognized this and set up platforms and dialog formats to promote an open feedback culture. This offer is gladly accepted and a real jolt goes through the team. At this point, I would particularly like to mention the worldwide workshops we held following the global employee survey. The workforces at our locations enthusiastically discussed topics such as work-life balance, trusted communication and new career paths and underpinned them with measures.
We want to be transparent in our ethos and culture.
Only in this way can we give employees, customers, the financial market and all other stakeholders the stability they desire. Knorr‑Bremse has a clear ethos and is committed to an open, tolerant and inclusive culture. Whenever I travel to our international locations, I convey this ethos actively throughout the company in a spirit of open dialog. Such inspiring discussions make me realize how important it is to be able to look at things from a different perspective. After all, different points of view not only promote cooperation steeped in respect, but also a holistic mindset. New process approaches and innovative problem solutions are a logical upshot of that.
The article “Knorr‑Bremse: The courage to change” provides in-depth insights into the further development of our culture
To the articleIf employees recognize that they can make a positive contribution to the culture by what they do, their commitment and effectiveness will rise to a far higher level.
Dr. Claudia Mayfeld
Our multidimensional Diversity, Equity and Inclusion (DEI) strategy, which we are currently rolling out across the Group, plays a key role in ensuring a diverse workforce. What is inspiring about the DEI strategy and where is there friction? Do all people feel accepted along with their culture and personality? I am incredibly eager to hear the feedback from our locations around the world. We had previously established the organization needed to implement the strategy with our Global Diversity Officer Charlotte Herzog and regional Diversity Champions. We believe that equality of opportunity is not just a “nice to have” or an issue to which we pay mere lip service. For both professional and demographic reasons, technology companies will only be successful in the future if they tap into the great potential of a diverse workforce – STEM skills included.
What drives me personally?
I firmly believe that cultural change, to which the entire Executive Board is committed, will prepare Knorr‑Bremse ideally for the future. Working together on this process is great fun and demands courage and a positive attitude. We have both – as evidenced by my colleagues who are passionate about Knorr‑Bremse and their work. The opportunity to help ensure a higher share of women in the company and the industry through my work is also a huge motivation for me. However, it is also true that extensive change takes time; it has to develop from within. Everyone involved has to change their behavior, learn new things, and sometimes even go against the grain. This is not a sprint, but rather a marathon. And the wide finish line tape reads in large letters: corporate success.
I look forward to walking this path together with Knorr‑Bremse.
Sincerely, Dr. Claudia Mayfeld
