Short answer question

With large, diverse conglomerates, such as Siemens or GE, the complexity of the organization can make it difficult to identify unintended consequences of strategic-level initiatives. It is therefore important to make sure such initiatives are viewed from a variety of perspectives. What may look good from the perspective of the home office, may be completely impractical to the regional or local business unit. 

Part 1: How would you characterize the strategy for competing internationally that Siemens was was pursuing prior to the arrival of Peter Löscher? What were the benefits fo this strategy? What were the costs? Why was Siemens pursuing this strategy?

Part 2: What strategy was Peter Löscher trying to get Siemens to pursue with his streamlined "power and accountability" initiative? What are the benefits fo this strategy? Can you see any drawbacks. How might it be superior to the previous strategy?