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That would not have happened to the old man. Berthold Beitz died five years ago before his 100th birthday. In his place, Ursula Gather joined the Krupp Foundation, Professor of Mathematics and Rector of the University of Dortmund. Ironically, Beitz's successor, Gather, has maneuvered the Ruhr Group into a leadership crisis that adds another chapter to the company's changing and intriguing history. Open end.
A few days ago, Ulrich Lehner spoke of "psychoterrorism" when he described how the management, and in particular the supervisory board, had managed the resignation of CEO Heinrich Hiesinger. Lehner has now yielded to "terror" and moved from the position of Chairman of the Supervisory Board. This is consistent, because Lehner, as the long-time head of Persil Group Henkel a front row industrial director, he was not able to bring major shareholders on a course in the The spirit of Alfried Krupp and his executioner Berthold Beitz. And in the sense of Hiesinger.
Beitz and Gerhard Cromme, also a big name in the history of the company, had brought Hiesinger from Siemens to Thyssen-Krupp in 2010. "To the rescue of our company", as the company's name suggests. recalled his colleague Ursula Gather. Indeed, the president of the company Cromme and the former CEO Ekkehard Schulz had made a decision in 2006 that almost damaged: in Brazil and the United States, the Essenes have invested ten billion euros in the construction and operation of two steel mills. Quiet, persistent, serious and decent, Hiesinger cleared the huge mountain of debt that was selling badets abroad and recently created the company as a diversified industrial group with potential with the merger the steel division of Thyssen-Krupp and the Indian group Tata. at the court
More importantly: Hiesinger started the cultural change. Because it was once, as at the court – not only at the Villa Hügel, headquarters of the Krupp Foundation, but also in the sumptuous headquarters that Cromme and Schulz have built for a few hundred million in Essen – Elevator and cook only for a few members of the board of directors. The attitudes and customs of a principality, where the contradiction is not tolerated and where the debates are undesirable, have contributed to the crazy investments and losses abroad and to the subsequent existential distress.
The unity of the company is true – the last Krupp has his heirs Leave an order Under Beitz, it meant a group with different divisions: if the One is not doing well, so the other hopes, so that at the end of the year there is always a surplus that the Krupp Foundation needs to fund its many objectives. The foundation is still the largest shareholder of ThyssenKrupp and holds more shares than financial investors Cevian and Elliot, who harbaded Hiesinger.
Here's how financial capitalism works: Investors buy stocks and want to sell them for profit. It works best by breaking up the group and selling the most valuable parts – in concrete terms, the activity lifts and escalators, which accounts for about half of ThyssenKrupp's profits. Hiesinger refused, because he wanted to extend the other industrial sectors to the benefit of the elevators.
In the conflict with speculators and investors, it's good to have a major shareholder by your side. This applies to VW with the state of Lower Saxony, BMW with the Quandt family or Conti with the Schaefflers. At Thyssen-Krupp, it was previously the Krupp Foundation. In particular, Ursula Gather, but also ten other board members, especially the scientists who spend the money, as well as the Prime Minister of North Rhine-Westphalia Armin Laschet, Hiesinger not only did not not supported, but exploited the business of investors. Dumber is hardly possible
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