Innovation Leadership Style Leading Change

Surfing Over the Waves

Barbara Humpton

08.14.23

Barbara juggles several priorities and operations as CEO of Siemens. As she puts it, “It’s like surfing. How do you get your balance on a board that’s moving across the wave?” One strategy that works for her is relying on her teams, which detect changes in the industry and constantly dream about how to improve customers’ lives.

Summary:

Barbara juggles several priorities and operations as CEO of Siemens. As she puts it, “It’s like surfing. How do you get your balance on a board that’s moving across the wave?” One strategy that works for her is relying on her teams, which detect changes in the industry and constantly dream about how to improve customers’ lives.

Barbara_Humpton

Barbara Humpton

I have a phrase, “There’s no such thing as good news or bad news. There’s only news.” So here we are in a world where we’ve got stuff coming at us constantly. And so what we’re trying to learn to do, it’s a little bit like surfing, you know, how do you get your balance on a board that’s moving across the wave?

Diane Hamilton

Right.
Barbara_Humpton

Barbara Humpton

And now, what are the things you need to be able to detect to tell you when to move forward, backwards, side to side? So, we’ve got teams who are paying attention to what’s happening in the field of data centers, what’s happening as hospitals roll out.
We’re lucky to work with a group of people who have that kind of curiosity where they’re constantly asking their customers, “You know, what are you working on? What’s hard?” And we’re people who believe that technology actually expands what’s humanly possible. So constantly dreaming about, “Hey, I’ve got this capability. How could we apply it to solve a problem over here?” And so that whole world of what if, what if, what if is the world we get to live in every day?
And the what ifs we’re dealing with are truly impactful in the future of the infrastructure that’s the backbone of our economy. You know, so I would tell you, I don’t think it’s any magic or foresight. I think the old thing I learned at IBM is what’s the best way to get good ideas? Well, get lots of ideas and throw the bad ones out.