PEMM’s Framework Analysis: Siemens ROLM Communication Inc.
Abstract:
This paper develops a theoretical framework for understanding the processes of Siemens ROLM Communication in developing their organization. In the late 1990s, ROLM suffered a significant loss which later resulted in a great change and redesign in the entire organization. In order to increase profitability and market value, ROLM merged with Siemens. Under Siemens management, ROLM took major steps to reshape and reengineer the structure of the entire organization. We will now evaluate the processes according to Hammer’s PEMM framework. The evaluation includes five process enablers and four enterprise capabilities.
Evaluation of the enterprise capabilities:
Leadership: leadership can be defined as the ability of company management to implement and support the idea of processes. In an organization, managers or officers realize the value of planning and how to use logical systems and structures to obtain results at work. It is under their leadership that a company seek to reduce complexity and increase predictability in their work environment. Geng (1995),chief operating officer, described that it was under their leadership role that the company followed a systematic and repeatable process.
Analysis: By using the enterprise maturity model, the awareness of Siemens ROLM communication is E3 which described that the company developed a vision of reengineering the processes. “First, ROLM senior management sought to increase profitability and maintain market share. Secondly, they sought to reengineer processes and insure that the appropriate information technology based tools were in place to enable the execution of those processes." (ILCPR, 1995). It is also written that the management wanted to accept changes and looking for continuous improvement.
The score for alignment in leadership is E3. In ROLM