Organization

Translating our strategic imperatives and challenges into the right organizational operating model and design remains one of the key success factors for strategy execution. This year was still marked by the integration of our new colleagues joining from Cypress. We provided consulting support in projects triggered by strategic reorientation and sustainable integration efforts.

We see the organization as a holistic system covering structures and processes, people and leader capabilities, measurement and rewards systems, as well as cultural components.

All of those are addressed by our integrative approach. In our project set-up, the expertise of organizational design specialists is blended with that of transformation experts to offer seamless, end-to-end support. Connections to existing learning formats and our ongoing leadership development efforts complement this holistic approach.

Successful transformations can only happen if transformation expertise and corresponding transformation agents are widely embedded throughout the overall organization. Therefore, we invest in upskilling wider communities within Infineon and driving community approaches accordingly.

In January 2020, we kicked off an active worldwide network of change management practitioners from business and central functions coordinated by HR – the “we.create.change.club.”

A rapid change in technology and intense globalization is forcing organizations to constantly review their overall business strategies. Strategic workforce planning aims to translate the business strategy into a workforce strategy. It enables specific measures to ensure business success through a more engaged, skilled, and sustainable workforce.

Infineon has begun to implement strategic workforce planning. Various elements have already been developed, enriched, and tested based on benchmarks and cross-industry best-practice sharing.

The goal is to align workforce investments with business objectives to support acceleration of change and ensure the organization is well set up to reach its targets. We aim for a pragmatic approach that supports our businesses by answering the right questions about workforce development.

People analytics extends our capabilities to support data-driven decisions that impact the workforce.
Leveraging high data volumes available and mature analytical capabilities, we believe that insights into the organization can help foster better business decisions. In the past fiscal year, the first people analytics measures have already been provided. For example, supporting the gender diversity KPI simulation for the ESG target (Environmental, Social & Governance) or supporting the reskilling sub-track of the ARISE initiative in Singapore. We also implemented a people analytics community across HR to bring all relevant perspectives to the team and work across the whole HR function to maximize the output of people analytics.