Inside View
Steve Blakeman
General Manager,
Customer Service and Business Improvement
Siemens Automation and Drives
How did you come to work for Siemens?
I first joined Siemens in Congleton in 1979 but left after three years because I couldn’t hack travelling 45 miles each way every day. I was back within the year, though, and have now been here for more than 20 years.
How do you spend your time?
I help Siemens Automation and Drives implement initiatives like the EFQM business excellence model and “top plus”, Siemens’ global business improvement programme. I’m also chairman of the steering group for ‘Think Customer’, the customer excellence programme for Siemens in the UK.
I also get involved in any other business improvement initiative that comes along. It’s not unusual to get a call or e-mail out of the blue that begins with: ”Steve can you have a look at this…” My job is at times something of a “Mr Fix-It”.
I also make a point, every day, of speaking to people who deal with customers – it’s too easy in a job like this to slip into the ‘twilight zone’, somewhere between theory and customer reality.
What skills do you need for the job?
Experience of working for Siemens and dealing with customers. That’s important in any job. Beyond that, the ability to steer a group of people towards an end objective, decent people skills and, above all else, credibility among colleagues that I have ‘been there, done (most of) it’ and understand the issues. That counts for a lot when talking to people about changing the way they work.
What’s challenging about your job?
Apart from the 30-mile drive into Manchester every day? Being as honest as I can, I’d have to say it’s the constant pressure on people, and their time, to deliver more and better results all the time. This in turn impacts their ability to participate in business improvement activities and this is particularly frustrating at times.
It’s a bit like being taught how to fly and then have someone take the sky away. If we don’t allow time to make improvements then it’s unlikely that things will get better very quickly. I also miss the direct customer contact because there’s nothing quite like a customer to remind you of what’s important.
And what do you enjoy about it?
Dealing with people – which is second only to dealing with customers – and getting feedback from colleagues on issues that affect our organisation. There’s a lot of stored knowledge that people carry around in their heads and we should always take time to ask for their input.