Alstom is a company focusing on result and somehow care about people. Working there was very interesting because I had the full power to take decision and change the organization of my department. With my team we create a new culture in the way to manage worldwide the general expenses and capital investment expenses, which leads to huge savings to the company. It was hard to change the culture of the company but with the support of the CEO we achieved the target. The difficult part of the job was to convince all the headquarter where all the vice-presidents were located that we must change the culture of spends, they were all thinking that as soon as they had a budget, they were allowed to use it as they want, my goal was to show them that even if the budget was accepted, they had to spend it wisely as a good father. So with the same budget we could buy more or buy what was budgeted but by spending less, Out of a budget of 1.1 billion of euros, we could achieve a saving of 11% (121 millions of euros). The most enjoyable part of the job was the recognition of the change engaged and results could be seen by all stakeholders, and the biggest recognition was to see people trying to integrate my department which when I arrived was considered as the department where the company was putting all those no one wants in his department.
autonomy, team management
workload due to freeze of recruitment
Alstom Power business was acquired by GE in 2015 with full take-over in 2016. Prior to GE acquisition, Alstom China enjoyed the strong growth and demand for new-built of Power Utilities. The business faced quick developments in both organic and inorganic growth. We experienced phased location for both business and people management with strong supports from European Headquarters and BUs. Culture differences, communication and trust were essential among all stakeholders (incl. JV partners...)
as a globe company, if the organization changed, everything will be changed, how can i do?.