CEO Speaks

“We let our brands and subsidiaries work and “live” as individual companies”

Jan 2009 | Comments Off on “We let our brands and subsidiaries work and “live” as individual companies”

says Ola Rollén, CEO Hexagon AB while discussing Hexagon brand and strategies

Please elaborate on the strategic businesses of Hexagon.

The strategic businesses of Hexagon are within the area of measurement technologies. We are active in the macro and the micro segment of the measurement technologies market.

There are over 35 brands listed as part of the Hexagon family, so what really is ‘Hexagon’?

LThe Hexagon brand is the Group brand. One could say it is the “mother brand” of all brands within the Hexagon Group. It is supplemented with its subsidiaries’ brands which target specific customer segments and/or geographical areas. Each of these individual brands represents strong traditions and is well known in its individual sector. We work continuously to strengthen the Hexagon brand globally, and to utilize the synergies between the individual brands.

When a jigsaw puzzle is completed the bigger picture emerges, but the outline of each individual piece is alsoseen distinctly. Can we compare Hexagon to a jigsaw puzzle?

This is a nice analogy. For us at Hexagon, it is vital to let our brands and subsidiaries work and “live” as individual companies. They each have their history, their culture, a deep knowledge of their market’s needs and a very professional approach to their customers. These strengths Hexagon wants to preserve. At the same time, our brands and companies are part of the “mainframe” called Hexagon. Within this, they can benefi t from a whole network of professionalism – knowledge, people and technologies, and of course also from a global culture.

Is it deliberate for Hexagon brands to have a strong individual identity?

Yes, this is part of the brand strategy of Hexagon. Different brands are used depending on product category or technology in the measurement technologies market.

Leica Geosystems, Novatel, Erdas, Geomax, Elcome Technologies – are names in an ever growing list of Geospatial and GNSS sector acquisitions. Does this indicate a deliberate shift in the overall Hexagon outlook?

Hexagon aims to create profitable growth in selected segments through a combination of acquisitions and organic growth. We constantly monitor a large number of companies to fi nd acquisitions that can strengthen the Hexagon product portfolio or improve our distribution network.

How does Hexagon plan to achieve a synergy between its various geospatial brands?

Hexagon employees collaborate across divisions and geographic boundaries to ensure the best possible use of available knowledge and expertise. Our teams work globally, sharing their knowledge and professional skills, and within the Hexagon Group there is a vivid exchange of information – this not only on management team level, but down to single employees working together on comprehensive projects.

This is one of the advantages of a being a global group of companies. We not only profi t from the professional knowledge of our employees, but also from their individual “soft skills” such as cultural background and individual approaches. This way, we can look upon new challenges in different ways – ensuring that our customers get the best out of Hexagon’s worldwide network.

To what extent are the Hexagon brands and services able to meet the ‘end to end’ needs of the customers?

Our customers demand optimal quality, maximum productivity and

efficiency, minimum tolerance levels and scrapping, and the ability to quickly adjust processes and projects based on changes in requirements or demand. Hexagon is able to meet all of those demands. Also, our innovative capacity is of vital signifi cance when customers choose a supplier. All brands within the Hexagon Group represent high quality and reliability.

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