In 2016 we will celebrate Siemens’s 160 years presence in Turkey. The company was founded in 1847 in Germany and only 9 years after its foundation, started to operate in then ‘the Ottoman Empire’. And we know that everything started with a dream and vision at the beginning of this company which now operates around the world. Of course every entrepreneur sets off with a dream: To see that the entity it creates succeeds and to legate the enterprise/company to the next generation (i.e. children) and even to the generations beyond that. In other words, to create an enterprise that has a long lifespan. At this point, a phrase by Werner von Siemens, the founder of Siemens AG, comes to my mind: “I won’t sell the future of my company for a short-term profit.” But then, is it that easy? What should be the fundamental concerns for establishing a company with a long lifespan? Certainly, there are a number of concerns to be handled. However, I would summarize the most critical ones in the three hints series:

• Building trust in all stakeholders (customers, employees, shareholders, etc.)
• Creating a “company spirit” and synchronizing it with the “zeitgeist” (spirit of the time)
• Doing what nobody else has done

You may, of course, say “Easier said than done! What should we consider while running this marathon in order to reach the goal?” I believe that the meaning of “building trust” is very clear, but it is vital that this principle is always kept in mind as a priority: If your way of doing business does not establish trust in the people you serve (i.e. your customers), it would be hard to see the next few years, let alone decades. Therefore, first of all, “trust” should be built in the people and the environment that you operate in, even though this may sometimes mean self-sacrifice.

Now that we have a reliable company and a reliable brand, what is next? Your company and brand should have a “spirit” that can be felt both inside and outside and that is constantly fed. Be it your employees or customers, this “spirit” should be clearly seen and felt by everyone working with you. The way to feed and grow the spirit, to keep it alive is to synchronize it with the “zeitgeist” and innovations. Awareness of your fundamental competencies and knowing what you are really good at should always remain, but with no fear of change and improvement of it in line with the zeitgeist and requirements of the time.

One does not need to be a clairvoyant to see that the future belongs not to the followers but to the pioneers. Therefore, one last thing I would like to emphasize is the “need to achieve something that has not been done before – to develop a brand-new product or business model.” There is one thing that I cannot underline enough: Should we create revolutionary innovations or evolutionary ones? Innovation is built by people – you, me, an engineering or international relations undergraduate, a conscious farmer who wants to use his land more efficiently, etc. If you are doing something that has not been done before, it means you are at the doorstep of a “revolution”. Countless people who want to have access to your product, service, solution or idea will be waiting at that door to carry you to the future. And remember that an enterprise, brand or company that has built trust, created its own spirit and fulfilled the requirements of its time will still have a “long, long way” to go. We should never forget that the same applies to our country, not only to companies or brands. Therefore, let’s all continue to work for long-term success, without ever losing faith in our country. (http://www.gelis.org/diary/ulkemize-guvenmek)

The students of Darüşşafaka Robotics Club, which we support as Siemens, successfully represented our country in the Robotics Competition in the United States last week and made us proud by returning with an award. Coached and supported by our colleague engineers at Siemens throughout the process, the students of Darüşşafaka Robotics Club won the “Regional Engineering Inspiration Award” at the FIRC Robotics Competition (FRC). I congratulate all Darüşşafaka students and our colleagues who supported them.

Our relations with Darüşşafaka is quite deep-rooted, dating back to 109 years ago. In 1906, postal clerk RANA Efendi, a graduate of Mekteb-i Sultani (today’s Galatasaray High School), and SABRİ Efendi, a graduate of the posts and telegraph branch of Darüşşafaka as a first-ranking student, were sent to Siemens Halske headquarters in Berlin for further training. The travel allowance and salaries of these two young men were covered by the Ottoman Ministry of Telegraphy. After returning to Turkey, they assumed various roles to provide significant contributions to the modernization of the country, including the role of members of the parliament. Sabri Efendi was also one of the close friends of Mustafa Kemal Atatürk. Our relations with Darüşşafaka, which started with Europe then and continued until today, are crowned with the achievements in the USA today and we are very happy to witness this.

We hope to achieve many new achievements together as we are preparing to celebrate our 160^th year in Turkey in 2016.

As Siemens, next year we will celebrate our 160^{th anniversary in Turkey. Such a long history for a company is rare not only on these lands, but also in the world. How does a company reach its 160th year? In other words, how does it manage to serve through generations?}

The first answer to this question is trust. Trust and sustainability are actually the basis of success. As you know, the real value of the word “brand” derives from the “promise” it makes. We have always managed to keep the promises of our brand and never failed our customers.

There are other factors as well: Always offering the latest technology and serving with high motivation. These are the most important factors that kept Siemens in Turkey for almost two centuries – from 1856 to today.

And another remarkable factor is “adaptability”. Many things have changed in Turkey in the last 160 years. The regime changed from Empire to the Republic. Generations have changed, names have changed. Our administrative structures have changed. But as Siemens, we were able to adapt to every situation and provide the appropriate services required for the day. This is directly related to being both a global and local company.

Today, there is a wonderful phrase I have been told about our company: “Yes, we know Siemens: It is a Turkish company with German origins.” I am very pleased about this. And we will work hard to make all the factors that create this perception more sustainable. We trust our country.

For further reading: www.gelis.org/ulkemize-guvenmek

While thinking about the celebration of the 167th year of our company on October 1, 2014, I considered the most fundamental factors that bring success to a company within the framework of the hot topic of “sustainability”. Yes, a company can fail to catch the future despite its remarkable successes today or it may go bankrupt today despite its bright and high-potential future plans. The secret to the art of entrepreneurship is the balance between the present and the future. The survival of a company must be ensured while performing successful operations today. This is surely not easy at all. It is not within everyone’s means to be able to always play this game in the highest league. The history of many successful companies clearly reveals this fact. Guaranteeing the future is always associated with financial and moral investments. These include investments in new technologies and products, new regional markets and sales channels, as well as investments in securing the customer portfolio, trust, new generations, people, and the environment. The most important factor behind all these investments is the responsibility of the company towards its customers, employees, society, and the environment.
There is no exact solution to guarantee the future of a company in an uncertain future. Strategic planning always includes a rational and an emotional element. The right path is understood later on. However, the costs for good or bad decisions are paid faster today, compared to a few years ago. At strategic decision stages, it is the entrepreneur’s call. He takes decisions deliberately by taking risks, and at the same time by assuming the responsibility of not risking everything. The most important conditions for continuous success are multidimensional thinking, seeing the big picture, and getting good grades. In this context, particularly the interests of all stakeholders should be considered (shareholders, customers, employees, and the environment).
For me, continuous success* is based on five factors:
• Flexibility
• Belief
• Consistency
• Striving
• Reliability

There is a saying in Turkey: “One cup of coffee is worth 40 years of friendship.” In other words, long-term relationships are essential for social life and business. For this, Siemens began operations in Turkey more than 150 years ago. Here, we are considered a Turkish company with German roots.

Since the early beginnings of our activities, Siemens has touched many lives and been a pillar in the development of the Turkish industry. We are among the first companies to bring power to Turkish cities, lights to Ottoman Palaces, and television infrastructure to households. In 1913, Siemens introduced Turkey’s first railway tram. So it is especially meaningful to us that exactly 100 years later, [Remark 1] in 2013, Siemens has delivered the first very-high-speed train to the Turkish government.

Because it bridges West and East, Turkey is an attractive hub for production and services. As the world’s 16^th largest economy and a member of the EU Customs Union, Turkey offers many opportunities for German companies. One of Turkey’s greatest assets is its educated and dynamic workforce of 4.5 million young people who embrace the new. A new generation of self-confident businesswomen and businessmen is growing, and they move fluently between the cultures of the East and West. Diversity has many facets other than a young population. One factor that differentiates Turkey is its large population of female engineers, lawyers, and project managers. Cultivating such diverse intellectual capital is essential for success in Turkey.

Awareness of cultural dimensions is crucial when doing business in any country. Although in many other countries we speak the same business language, we learned that speaking the same language does not mean sharing a culture. Turkey has been undergoing a transition of re-inventing itself, trying to find its own path into the future. Although the West provides a crucial benchmark, Turkey’s new generation, in particular, is finding its path to the future by combining the values and cultures of the East and West.

Turks are spontaneous, enthusiastic, and ready to take risks; contemplating strategy comes somewhat later. This might be different from what Germans are used to; however, this gives the Turks an advantage of time and speed in doing business. German companies first think about the strategy risks and then move forward. Not surprisingly, they are sometimes thought to be slower-moving, cautious, and hesitant. To succeed in a country like Turkey, it is crucial to combine strengths, cultures, and values without prejudice.

With three production facilities and 3,000 employees in Turkey, Siemens has contributed to value-added production and R&D and established a service network all over the country. We believe our long-term success depends on understanding Turkey’s business culture and gaining the trust of customers and society there while working hard for sustainability. In addition, this success also depends on believing in ourselves, in what we do, and in being able to think outside the box to reach targets.

Ensuring one’s sustainability in a country also depends on what you give back to its society.  At Siemens, we support the higher education of promising students in Turkish universities. In providing scholarships for students in engineering disciplines, we give priority to female and disabled students. We have established an Arts Exhibition Center in Istanbul to support young artists, and we provide scholarships for young opera artists in Turkey to continue their education in Europe. Just as Siemens has advanced the development of Turkish industry, we are proud to be part of the country’s cultural developments.

As a German company that has enjoyed success in Turkey for 150 years, our recommendation to other German companies is to achieve sustainable business in Turkey. Recently, the Turkish economy has transformed into a more open and liberal economy, and business is becoming less bureaucratic. In a developing economy like Turkey’s, companies must adapt to changes in the business climate on time and with the right actions, which can be achieved by sustainability.

The school year has just ended and many students of all levels should have a short (!) time to breathe. However, are students really doing this?

A vast majority of students are already rolled up in prep schools, camps and education centers, in order to prepare themselves for the next semester. Parents are more stressed (mentally and financially) than the students themselves. Why? To give parents credit, their instinctual behavior and attention is ” not to make any mistakes” when it comes to the future of their children. For this reason they are acting upon the advice of the teachers and are using all efforts to improve their child’s academic records in the areas where their weaknesses are.   As a parent myself of three, my wife and I often question ourselves on the topic of how to find the right balance between focusing on the weak areas and nurturing the strength of our children.

Interestingly (empirically) the main dominator of a child’s success in life will be her natural talent, strengths, way of thinking and her uniqueness.  They will succeed life because of these specific talents they have. The best sales person is not one who has the highest GPA or one who comes from a top school, but more the person who has the unique talent, the individual personality to deal with customers. We look at people who solve problems differently, who are creative in addressing issues from different perspectives and angles. When we at Siemens focus on new talents for our company we do not only look at the academic grades. We look and assess the individuals unique capabilities, thinking patterns, and values  and how they solve problems differently. It is of question whether  our education system is teaching and grooming upon these aspects? Unfortunately the present system of education is still lacking in making us subservient, mechanical and deeply thoughtless. It may awaken them intellectually but inwardly it leaves them incomplete.

In our education system ( not only in Turkey) we place too much emphasis  on the explicit conventional knowledge training. Another knowledge exists however which we call Tacit knowledge. The term “tacit knowing” or “tacit knowledge” was first introduced into philosophy by Michael Polanyi in 1958 in his magnum opus Personal Knowledge. Here we talk about a specific knowledge and thinking pattern which is difficult to convey to another person in writing or simple verbalizing. Our children know more than they can tell but they may not be able to articulate it in the conventional academic way and as a result of  time pressure.

Teachers and parents are often not aware of the knowledge their children possess or how it can be valuable, if nurtured wisely to the future children or our society. In light of this our teachers and our school system needs to adopt a revolutionary change.
The ultimate aim of education and educators should be grooming the future citizens of our nation by focusing on those with diverse thinking capabilities which should be construed as a gift and not as a failure.