Siemens in Spain

Siemens in Spain

• 1.
  Presented by: Omer Malik HassanGehlan Najam-E-Islam Abdullah Abbas Knowledge Management at Siemens Spain
• 2.
   Introduction  History Competitive Advantages/Challenges  Taxonomies of KM used  KM Model used  KM Tools used  Knowledge based SWOT  Knowledge Strategy  Gaps Identified  Strategic  Knowledge  Challenges  Recommendations  Q & A Session Learning Objectives
• 3.
   Founded in1847 by Werner Von Siemens  Global Giant in electronic engineering  Headquarter: Berlin Germany, Europe  Areas: Transport systems, medical equipment, and energy generation  400,000 approx. employees  1999-2001 (Restructured in 6 areas) o Information & Communication o Automation & Control power o Real estate division o Financial Services division History
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   In Past oStuffy Culture (bureaucratic culture) o Lack of energy  CEO Dr.Pierer o Flexible culture o New Management techniques , unthinkable in past History
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   Bonus onTop Program (Knowledge sharing rewards) o ICN management premium on top o Special bonus  Realized the importance of Knowledge for CA  Traditional to service company  Pierer’s Plan o Knowledge Management o Online Purchasing o Dealing with customers o Change Value chain from customers through Siemens to its suppliers o Own E business processes
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   Transformation o FromPure product seller to global service provider o Share-net (Global KM network) o Linking the sales people of Siemens  Siemens Vision 2005 KM initiatives were divided into three sections o Vertical KM (Divisional KM), Horizontal o KM (Cross-Divisional KM) o KM Collaboration with Clients
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   Vertical KM(Divisional KM) o Business specific o International Link  Horizontal KM (Cross-Divisional KMs) o Fostering a culture of information sharing o E-learning & COP elements  KM Collaboration with Clients o Sharing of knowledge with partners etc.  Management Learning Program o Work in teams o New idea (Business impact project)
• 8.
  Should COP atSiemens Spain be Open or Closed?
• 9.
  “In our company,Knowledge Management is a key factor in our becoming innovation leaders, thereby contributing to our clients’ success and the professional development of our team” Eduardo Montes, CEO Siemens Spain
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  Communities of Practice Employees network  Based on collection and relevant business knowledge  Need for such knowledge
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  Benefits of COP’s Capacity to develop or combine new knowledge  Acceleration of learning curves and business processes  Identification of experts on different topics
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  Process of COP’s Start up phase o Tacit knowledge sharing and quick question processing o Knowledge assets processing  Winding Down phase o Storage of knowledge o Community closed down
• 13.
  COP’s at Siemens Previously Local Communities of Practice Later Distribution Communities  Knowledge Management Communities  Storing Communities
• 14.
  Competitive Advantages  Knowledgebased  Achieving a Culture of Knowledge sharing and creation  Successful COP’s Launch  Implementation of different SAP 3 modules  Saving of time and resources  Knowledge Availability through COP’s
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  Competitive Challenges  KnowledgeManagement  Culture  Management Style  KM Initiatives  Launch of E business strategic plan i.e KM plan
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  KM Taxonomies used
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   Strategic o Evaluationof the effectiveness of COP’s  Knowledge o Purely open communities with no management follow up or direct control o Closed and focused communities Gaps Identified
• 18.
  Recommendations
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   The communitiesof Practice should be Recommendations
• 20.
  Any Questions?
• 21.
  Thank You!