Der Provinzielle Multi

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Der Provinzielle Multi UNTERNEHMEN UNILEVER Der provinzielle Multi Zu viele Produkte, zu viele Fabriken, zu allem Überfluß auch noch zwei Hauptverwaltungen und zwei Chairmen: Die aus vielen Fürstentümern bestehende Unilever-Gruppe tut sich schwer, mit überkommenen Struk- turen aufzuräumen. Wirklich global arbeitet der Konzern noch längst nicht. 116 managermagazin DEZEMBER 1998 Multinationaler Markenmix, aber kaum weltweit vertriebene Produkte: Unilever-Chairmen FitzGerald und Tabaksblat orris Tabaksblat (61) strahlt. Der niederländische Mana- Mger, einer von zwei Chair- men des Nahrungs- und Reinigungs- mittelkonzerns Unilever, ist sichtlich stolz auf das Erreichte. Kurz vor der Pensionierung meint er, sich zurück- lehnen zu können. In der Tat ist viel geschehen, seit Tabaksblat 1994 ins Amt kam. Unile- ver stieß etliche Randaktivitäten ab, so etwa die Chemiesparte. Der Konzern besann sich auf seine Stärke, das lukra- tive Geschäft mit Markenartikeln. Ferner straffte das Unternehmen seine zersplitterte Produktion. Vor al- DEZEMBER 1998 managermagazin 117 UNTERNEHMEN UNILEVER Klub der Veteranen Im Topmanagement der multikulturellen Gesellschaft Unilever haben Seiteneinsteiger keine Chance Executive Council Executive Committee Niall FitzGerald (53) Antony Burgmans (51) Morris Tabaksblat (61) Chairman Vice Chairman Chairman 31 Dienstjahre 26 Dienstjahre 34 Dienstjahre Ire Niederländer Niederländer Alexander Kemner (59) Clive Butler (52) Hans Eggerstedt (60) Jan Peelen (58) Rudy Markham (52) Category Director Category Director Financial Director Personnel Director Strategy & Nahrungsmittel Waschmittel und Technology Director Körperpflege 32 Dienstjahre 28 Dienstjahre 33 Dienstjahre 32 Dienstjahre 30 Dienstjahre Niederländer Brite Deutscher Niederländer Brite Business Group Presidents Roy Brown (52) Robert Polet (43) Richard Goldstein (57) John Sharpe (57) Robert Phillips (60) Çetin Yüceulug (53) Nahrungsmittel- und Eiscreme und Nahrungsmittel Waschmittel und Waschmittel und DiverseyLever Getränke Tiefkühlkost Nordamerika Körperpflege Körperpflege Europa Europa Europa Nordamerika 24 Dienstjahre 20 Dienstjahre 23 Dienstjahre 35 Dienstjahre 12 Dienstjahre 25 Dienstjahre Brite Niederländer US-Amerikaner Brite US-Amerikaner Türke Manfred Stach (56) Jeff Fraser (55) Jean Martin (54) Charles Strauss (56) Bruno Lemagne (52) André v. Heemstra (53) Afrika Zentralasien und Mittel- und Lateinamerika China Ostasien und Mittlerer Osten Osteuropa Pazifik 28 Dienstjahre 31 Dienstjahre 30 Dienstjahre 12 Dienstjahre 26 Dienstjahre 28 Dienstjahre Deutscher Brite Franzose US-Amerikaner Belgier Niederländer lem im Wasch- und Reinigungsmittel- Aber ob all das ausreicht, um für Ȟ vertreibt der Konzern zumeist na- bereich konzentrierte die Firma die das nächste Jahrhundert gerüstet zu tional oder regional bekannte Marken- Fertigung auf weniger, dafür aber um sein? Da haben viele intime Kenner artikel; globale Marken, mit denen so größere Fabriken. des Unternehmens ihre Zweifel. Denn sich Synergien bei der Fertigung, beim Darüber hinaus modernisierte noch immer Vertrieb und beim Marketing aus- der niederländisch-britische Marken- Ȟ mutet die Managementstruktur an- schöpfen lassen, gehören zu den Aus- artikler seine Führungsorganisation – tiquiert an, gemessen an anderen inter- nahmen; wenigstens so weit, wie es die verkru- nationalen Konzernen; Entscheidun- Ȟ fertigt Unilever zu viele verschie- steten Strukturen des mehr als 70 Jahre gen fallen zu langsam, der Mut zu dene Produkte in zu vielen Fabriken; alten Konzerns zuließen. durchgreifenden Neuerungen fehlt; etliche Verlustbringer und nicht zum 118 managermagazin DEZEMBER 1998 UNTERNEHMEN UNILEVER Kernbereich gehörende Aktivitäten scheidungsprozesse aus. Wenn die werden mitgeschleppt. beiden gleichberechtigten Chairmen, Gewinn stagniert Mit der Lösung all dieser Pro- wenn die Mitglieder des achtköpfigen Geschäftsentwicklung der britisch- bleme wird sich Tabaksblat nicht mehr Executive Committee sich nicht eini- niederländischen Unilever-Gruppe befassen müssen. Diese Arbeit kommt gen können, geschieht – nichts. 94,6 einerseits auf seinen jüngeren Chair- Neue Ideen bleiben weitgehend 87,8 82,6 man-Kollegen zu, den Iren Niall Fitz- außen vor. Seiteneinsteiger sind nicht 79,7 Gerald (53); andererseits auf Tabaks- gern gesehen in den oberen Führungs- 77,6 blats designierten Nachfolger, den ebenen. Viele Topmanager haben einst Umsatz (in Milliarden Gulden) Holländer Antony Burgmans (51), ge- als Trainee bei Unilever angefangen, rade zum Vice Chairman ernannt. blieben dort und lernten nie ein ande- res Unternehmen von innen kennen. Das Ende der Von den Mitgliedern des Execu- 7,53 7,58 7,03 6,39 tödlichen Matrix tive Committee gehört niemand der 5,42 Firma weniger als 25 Jahre an. Die Betriebsergebnis FitzGerald und Burgmans werden es meisten der 12 Business-Group-Präsi- (in Millionen Gulden) nicht leicht haben, etwas zu bewegen, denten, die gemeinsam mit dem Exe- 1993 1994 1995 1996 1997 wenn sie es denn überhaupt wollen. cutive Committee den 20köpfigen Die Gemütslage, die im Konzern vor- Executive Council bilden, sind mehr herrscht, sorgt eher für Beständigkeit als 20 Jahre bei Unilever. Trotz allen Beharrungsvermö- als für Wechsel. Und wer zwei Jahrzehnte im gens haben sich die Manager 1996 zu Über allem steht das Streben nach Konzern verbracht hat, der bleibt auch einem wichtigen Schritt durchgerun- Konsens. Das sorgt zwar für ein har- bis zum Ruhestand. Niemand will den gen: Endlich wurde die Matrixorgani- monisches Miteinander, wirkt sich Anspruch auf die großzügige Pension sation abgeschafft. Bis vor zwei Jahren aber oft genug lähmend auf die Ent- verlieren. hatte es ein buntes Geflecht aus regio- 120 managermagazin DEZEMBER 1998 nalen und produktspezifischen Zustän- digkeiten gegeben, das zu vielerlei Verwirrung führte. Wenn eine Geschäftseinheit ihre Planzahlen nicht einhielt, konnten der regional und der fachlich zuständige Manager einander gegenseitig die Schuld zuschieben. Dieses Übel hatte über Jahrzehnte die Rendite beeinträchtigt und schließ- lich sogar die Zukunft des Konzerns gefährdet. Unilever drohte im Ver- gleich zu anderen global arbeitenden Markenartiklern zurückzufallen. Da mußten dann auch die Be- tonköpfe im Konzern einräumen, daß es so nicht mehr weitergehen konnte. Es gab eine Organisationsreform. Was tun die Category Directors? Doch eine durchgreifende Verände- rung blieb aus. Die Unilever-Manager zogen es vor, soviel wie möglich aus der alten Struktur hinüberzuretten; auf diese Weise schufen sie ein zwitterhaf- tes Gebilde. Da gelten nun einerseits regio- nale, andererseits produktbezogene Zu- ständigkeiten. In den westlichen Indu- strieländern sind die Verantwortlich- keiten innerhalb der Regionen nach Produktgruppen aufgeteilt; so gibt es die Business Groups „Eis und Tief- kühlkost Europa“ oder „Waschmittel und Körperpflege Nordamerika“. In den kleineren Märkten der Ent- wicklungs- und Schwellenländer gilt die Zuständigkeit der Business Groups über alle Produktbereiche hinweg, es gibt jeweils nur einen Verantwortli- chen für Afrika, China oder Ostasien (siehe Graphik Seite 118). Gewiß, die einander kreuzenden Berichtswege fielen auf diese Weise fort. An anderer Stelle freilich sorgten die Unilever-Leute für neue Unklar- heiten. Sie setzten zwei Category Di- rectors ein – den einen für Nahrungs- mittel, den anderen für Waschmittel und Körperpflege. Die Category Di- rectors sollen die allzu breiten Sorti- mente optimieren, sie sollen für In- novationen und für die Schaffung globaler Marken sorgen. Eigentlich DEZEMBER 1998 managermagazin 121 UNTERNEHMEN UNILEVER Zimmer ohne Aussicht Trotz einer Beförderung ging der langjährige Deutschland-Chef Stach nicht gern nach London. en Ausblick, so sagte Manfred wichtigste deutsche Unilever-Tochter. schäftigungstherapie für die eigen- DStach (56), werde er sicherlich 1992 übernahm er auch noch die willigen deutschen Manager? vermissen. Von seinem Schreibtisch Führung der Holding, der Deutschen Mag sein, daß Stach nach oben im 18. Stock des Hamburger Unile- Unilever GmbH. weggelobt wurde, weil die Konzern- ver-Hauses schaute er in den vergan- Als ihm Chairman Morris Ta- herren einen bequemeren Mann an genen Jahren direkt auf die Alster. baksblat 1996 einen Posten als Chef der Spitze der Union haben wollten. Seit Ende September 1998 ar- einer Business Group anbot, verfügte Mag auch sein, daß die Versetzung beitet der ehemalige Chef der Deut- Stach über gute Argumente, die Beför- ein mahnendes Zeichen für das ge- schen Unilever in der Londoner derung abzuwehren. samte deutsche Management geben Konzernverwaltung. Sein neues Er stand damals dem Markenver- sollte – im Sinne einer Disziplinie- Büro liegt attraktiv an der Themse; band vor, der Lobby der deutschen rungsmaßnahme. doch der Job bietet weit weniger Markenartikelhersteller. Zudem wollte Wenn es nach Stach gegangen schöne Aussichten. Vor allem hat Stach seine Familie nicht auseinander- wäre, hätte er bei der Union wohl Stach kaum noch Gelegenheit, aus reißen. Seine Tochter stand kurz vor einen alten Vertrauten als seinen dem Fenster zu gucken; in der neuen dem Abitur, ein Schul- Position ist er viel öfter unterwegs. wechsel kam nicht in Stach zeichnet für das Afrika- Frage. Geschäft des niederländisch-briti- Die Lage änderte schen Konzerns verantwortlich; sich. Das Ehrenamt gab außerdem für die Unilever-Planta- Stach ab, die Tochter be- gen überall auf der Welt. Dort wach- endete die Schule. Seit sen Kokosnüsse, Tee und Ölfrüchte, Ende 1997 wußte Stach, Rohstoffe für die Produktion. daß er Hamburg verlas- Ein
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