This document discusses Hilti, a global construction tools company, and its management model. It provides an overview of Hilti's history, products, and worldwide presence. It then describes Hilti's culture journey, which is based on strong values like integrity, courage, teamwork, and growth. A key part of developing the culture has been regular trainings and camps to reinforce the values. The document outlines Hilti's transition to a new management model that merges management processes and culture. The new model emphasizes empowerment, accountability, trust, shared values and a rolling forecast approach.

1. Verschmelzung von Unternehmenskultur und
Managementprozessen zu einem flexiblen
Management Modell
21. Controller Tagung
Beitrag Firma Hilti
Dättwil, 7. September 2010
Franz Wirnsperger

2. Table of Content
1. Hilti in brief
2. Company Culture a driver of business success
3. Our Management Model
www.hilti.com 21. Controller Tagung I 7.9.2010 2

3. 1. Hilti – a worldwide presence
● Founded in 1941 in Schaan,
Principality of Liechtenstein
● One of the global leading companies in
providing products, systems and
services to construction professionals
● Located in more than 120 countries on
five continents
● More than 20,000 employees
● More than 50 nationalities at Group
Headquarters in Schaan
● Direct sales model
● 2003 winner of the Carl Bertelsmann
Prize for outstanding corporate culture
www.hilti.com 21. Controller Tagung I 7.9.2010 3

4. 1. Leading Products for Construction Professionals
www.hilti.com 21. Controller Tagung I 7.9.2010 4

5. Table of Content
1. Hilti in brief
2. Company Culture a driver of business success
3. Our Management Model
www.hilti.com 21. Controller Tagung I 7.9.2010 5

6. 2. Our culture is a journey – Our Culture Journey
The way we do things at Hilti is based on living strong values.
● We act with integrity in all we do
● We demonstrate courage to go
beyond the circle of habits
● We outperform through teamwork
● We have commitment to personal
and company growth
www.hilti.com 21. Controller Tagung I 7.9.2010 6

7. 2. Our Culture Journey Principles
First Principle Second Principle Third Principle
We do Worthwhile Work We take Self-Response-Ability We Encourage Each Other and
to Achieve Our Goals Recognize Results
The Mirror – Face the “brutal” facts
Focus – Energy Disciplined Action
Outstanding Results
www.hilti.com 21. Controller Tagung I 7.9.2010 7

8. 2. The Team Camps of Our Culture Journey
Desired Hilti Culture - Vision 2015
Rubicon Pit Stop Moment Of Truth ….. ….. …..
The die is cast Slow down to Speed Unique customer
up! experience!
Traps of busyness
Feedback ceremony “Ideal Hilti” Seamless process
The Walk ’’extra mile’’
Foundation The
Mirror
Face the
“brutal”
facts
Core Purpose & Self-Response-Ability Encouragement &
Values Recognition
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9. 2. “Value definition” and culture trainings alone
are not enough
• Full commitment from Top Management
- Role model; not possible to delegate
- Personal engagement in trainings
- High commitment with time and energy
• Closeness of leadership-team to the organization
- Frequent presence worldwide – not only with respective management teams
- “Gipfel-breakfasts”, approachability, etc.
• Visible sanctions in case of non culture compliance; zero compromises
on leadership promotions
• Long-term commitment with regular progress measurement
- Perseverance and discipline
- Employee satisfaction surveys (with disciplined actions as results!)
- It’s a journey – regular progress checks in all teams
www.hilti.com 21. Controller Tagung I 7.9.2010 9

10. Table of Content
1. Hilti in brief
2. Company Culture a driver of business success
3. Our Management Model
www.hilti.com 21. Controller Tagung I 7.9.2010 10

11. 3. Our challenge “How to transform the old to
the new world”
Leadership Culture
Entrepreneurial Hilti 2015
New Model
Transformation
Mix
Hilti 2005
Command Classical
Model
& control
Management Processes
Fix / negotiated Mix Dynamic
/slow /flexible/fast
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12. 3. The Hilti Management Model
Ambitious
Relative
Targeting
Culture
Principles
Performance
Simplicity Rolling Forecast Review Transparency
Empowerment Accountability
Integrity, Commitment, Teamwork, Courage
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13. Management Processes and Culture merge to a new
management model with high commitment based on a
high level of trust....
Empowerment and
Self-responsibility
accountability
Trust and
Targeting
Strong Values
Culture
Principles
Rolling Performance
Forecast Review
www.hilti.com 21. Controller Tagung I 7.9.2010 13