...Siemens AG: Global Development Strategy • What were the major causes of the problems with the NetManager project? (I’m not looking for a list of points made in the case; I’m looking for you to step back to a higher level and analyze why these problems occurred.) The problems experienced by the NetManager project appear to be symptoms of integration vs. responsiveness issue within Siemens AG. As a transnational company, Siemens faces strong pressure to globally integrate its operations, and be responsive to the needs of their offices and customer’s needs. The main problem with NetManager was that it had mushroomed in size and strategic importance. This was the result of keeping up with the rapidly changing technological demands, and NetManager becoming a highly visible product for Siemens’ largest customers. Analyzing the various problems, we see that despite the competence of the Bangalore RDC, there is a serious number of integration problems between Munich headquarters and Bangalore. First, there was a gap in product knowledge and competence, which resulted in unrealistic expectations such as project deadlines. Indians held proficiency in desktop and personal computing programming languages, while the Germans held extensive product knowledge concerning their EWSD technology and its functions. As the project grew in size and scope, it required interdependence amongst EWSD systems, knowledge held by German management and not sufficiently provided to Bangalore. Then...
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...SIEMENS: Training and development as a strategy for growth 1. How does workforce planning enable Siemens to identify its training needs?Answer:Siemens is a one of the largest electrical and electronics engineering companies in the world . Every year it employs 20000 people in UK . In addition, Siemens UK invested a huge amount of money only on research and development, because their business focused on µinnovation¶ . Therefore, for growth of their business, Siemens needs people with first class level of skill,knowledge and capability in engineering, IT, business and other relevant field . Siemens Company¶s strategic planning includes workforce planning, and it is a systematic process for identifying the human capital required to meet company¶s goals and developing thestrategies to meet these requirements . Workforce planning helps an organization to estimate itsfuture workforce requirements and calculate the numbers, nature and sources of potentialemployees who might meet that demand . In other words, it is about getting the right number of people, with the right skills, in the right place and at the right time . Such as workforce, planningenables Siemens to inspection its present staff numbers and the skill it has in place as well asidentify where it has skill gaps needed to meet its business objective . Therefore, workforce planning actually enables Siemens to identify the future and present...
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...your thinking and analyses, make decisions, etc. or did you use a hybrid of theories? Did you just do your own thing?) 3 What worked and what did not work when pursuing your actions over the period the simulation was set? Explain why you think some strategies and tactics worked while other strategies and tactics did not work. Feel free to draw on a wide range of information sources to support your views, including company websites, annual reports, news reports, journal articles, etc., as reference to these external sources of information could make your presentation extremely interesting to the reader marking your work (your lecturer who will be a proxy Board). 4 What would you do differently? Are there learnings that could be applied to the industry the simulation was set or learnings that could be applied to other firms you know about, including organisations you are working at currently or have worked at in the past? 5 Conclusion. Succinctly explain your most important finding(s), including any interesting implications for the business in question. Introduction The objective of this simulation is convincing the majority of managers and employees in Spectrum Sunglass Company to accept the new sustainable development strategy within 96 weeks. Because this innovation involving a high degree of risks, some managers who are conservatism unwilling to take this challenge. I played the role of Director of Product Innovation within the R & D unit and I...
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...For the exclusive use of N. Sinden, 2015. 9-602-061 REV: MARCH 18, 2002 STEFAN THOMKE Siemens AG: Global Development Strategy (A) It was the spring of 2000, but even under the afternoon shade of the palm trees at the Oberoi hotel in Bangalore, South India, it felt like summer. Horst Eberl sat contemplating the recommendations that he and his subdivisional co-head, Karl-Friedrich Hunke, would be preparing for the Siemens Information and Communications Networks (ICN) management board. Things were neat, tidy, and cool on this grassy side of the hotel. Just outside the main walls however lay the dust, pollution, and confusion of the Indian traffic. And if one took life in one’s hands by darting through the traffic, across the street lay Siemens’ regional development center in India, scattered among floors rented in three different office buildings. Two back-up power generators, as well as battery backup for all computers, helped ensure a reliable infrastructure for the 600 personnel here. What vexed Eberl and Hunke was that Deutsche Telekom, Siemens ICN’s largest customer, was upset because of slow product delivery on a new telecommunications software product, the so-called NetManager. For a variety of reasons the project had rapidly mushroomed in size and scope beyond what had been initially envisioned. To solve the problem, Eberl, co-head of ICN’s largest subdivision, had to travel some 7000 kilometers to this dusty corner of the world: despite the conveniences...
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...Siemens is a 150 year old German Company, but it is not the company it was few years ago. Until recently. Siemens focused on producing electrical products. Today the firm has diversified into software, engineering, and services, and also global, with over 4, 00,000 employees working in 190 countries. In other words, Siemens became a world leader by pursuing a corporate strategy that emphasized diversifying into high tech products and services and doing so on a global basis. With a corporate strategy like that, human resource management plays a big role at Siemens. Sophisticated engineering and services require more focus on employee selection, training, and compensation than in the average firm, and globalisation requires delivering these services globally. Siemens sums up the basic themes of its HR strategy in several points. These include: 1. A living company is a learning company. The high tech nature of Siemens's business means that employees must be able to learn on a continuing basis. Siemens uses its system of combined classroom and hands on apprenticeship training around the world to help facilitate this. It also offers employees extensive continuing education and management development. 2. Global teamwork is the key to developing and using all the potential of the firm's human resources. Because it is so important from employees throughout Siemens to fee! free to work together and interact, employee's have to understand the whole process, not just bits and pieces...
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...Dow Jones EuroStoxx 50 , Dow Jones Stoxx 50 , Dow Jones Global Titans 50 . The company has a decentralized structure : the responsibility for work in the world market rests with the 14 departments . In various countries, commercial purpose departments implement regional representation. Siemens is known worldwide , not only as a reliable manufacturer and innovator in many areas of industry. For nearly 160 years, Siemens has sought to use the most innovative materials and technologies , bringing a great contribution to the development of world progress , coming up with new technologies and devices . Us she is more known for its quality line appliances - from irons to refrigerators , and in industry it is famous for lighting systems , electronic systems, air-conditioning and ventilation installation , etc. Today by Siemens is one of the largest electrical and electronic companies in the world . The company employs 405,000 employees , with about 57% work directly in markets outside Germany. More than 80 % of its production is by the means of production . Siemens in Russia brings together more than a thousand employees or more than 3500 , including subsidiaries and joint venture companies . «Siemens» present in 30 regions of...
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...major restructuring, Siemens decided it needed to realign its HR strategy with its business goals 15 NOVEMBER 2010 Daniel Shane Siemens’ human capital management system is said to be the largest cloud computing deployment in the world In summer 2008, global technology and engineering conglomerate Siemens announced plans to cut 17,000 jobs, roughly 4% of its total workforce. The company’s rationale was that it needed to become a leaner, more efficient organisation in order to prepare for the global recession that was then looming. To make sure it became more efficient, not less effective, as a result of these jobs cuts, Siemens decided that it needed to align its human resources operations with the strategic objectives of the business. “It was about having the right people for the right job,” recalls Marion Horstmann, corporate vice president of HR, “and linking employment strategy with global business strategy.” Siemens decided that the best way to achieve this was to standardise all of its global recruitment and personal development processes onto a single system. This was no mean feat, as even after huge cutbacks Siemens still employed more than 400,000 people distributed across 190 countries. “We saw strong globalisation in our business, which enforced the need for a common backbone,” explains Siemens group CIO Dr Norbert Kleinjohann. Supplier search Dr Kleinjohann decided that building the solution itself would be time-consuming and would offer Siemens “no great differentiation”...
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...Siemens Builds a Strategy-Oriented Hr System SIEMENS BUILDS A STRATEGY-ORIENTATED HR SYSTEM 1) Based on the information in this case, provide examples for Siemens of at least four strategically required organizational outcomes, and four required workforce competencies and behaviors. • Organizational outcomes are the results that follow from a preceding set of events and activities. In the application case, Siemens wants the following results, among others: A) Develop high-tech products and services, which also have to be very innovative and valuable B) Be a “learning company”, which means that employees have to be able to learn on a continuing basis C) A culture of team work to take advantage of all the potential of the employees D) Mutual respect and social roles in the employees to help creating a climate of transparency, fairness and diversity • Workforce competencies and behaviors the company needs to achieve its strategic aims: A) Diversified workforce and cross-cultural experience to cope with globalization B) Teamwork skills C) Learning environment so the employees are open to learn new things on a daily basis D) Respect, openness and social skills 2) Identify at least four strategically relevant HR policies and activities that Siemens has instituted in order to help human resource management contribute to achieving Siemens’ strategic goals. A) Training and development activities to help employees learn on a continuing basis. It consists on a system of combined...
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...Training & Development Commercial relevance of human resource management A company’s business environment is characterized by increasing market globalization, further strengthening of the situation of the competition as well as increasing technological complexity. Due to this economic change, the commercial relevance of human resource management steadily increases because companies have to adapt their organizational structures, having a direct impact on the working environment of their employees. Therefore, today, companies need a flexible and well-trained workforce to handle the economic challenges. Especially companies with international operations are concerned with the rapid development of global markets. Siemens for example, a leading high tech firm and one of the most innovative companies in the world, is present in over 190 countries and employs more than 360.000 people. Siemens designs and manufactures products and services for industrial customer and end consumers. To keep its world leading position and to achieve its business objectives, Siemens needs highly skilled IT and business employees. Hence, Siemens developed a particular training and development strategy, monitored by an excellent human resource management to increase the horizontal and vertical qualification of its workforce. Training programs are developed for specific business divisions or individual employees to extend skills and to teach new skills. Siemens distinguishes between “on the job training”...
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...SIEMENS COMPANY ANALYSIS Matthew Ady, Mark Marcus, Mariana Florea Strategic Management Dr. Carrick May 3, 2014 Section I: Energy Sector Macro Analysis The external environment for international business is always complicated and dynamic. The macro-environment analysis of Siemens is based from two perspectives: one is that Siemens run its business in German and the other condition is that it runs its business internationally or in other destination countries. Political: Political factors always have great impact over the macro-environment in which the business runs, so multi-national companies need to do research on political environment before their international marketing planning. Siemens is doing well in evaluating political risk before it enters a new market. It is lucky for it that Germen government has steady relationship with lots of countries. Siemens often need to evaluate the historical relationship between countries that would benefit or do harm to its business. The influence of communities or unions for trading is also in its consideration. For example, trade barrier is also implemented in different firms of local laws. If necessary, a report regarding the political risks needs to be completed before its international marketing (Bell, 2001). Economic: The economic situation in destination countries, the impact of currency fluctuations on exchange rates, the development of local market, the local market structure (Barney, 1996), the local human resources...
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...Letter of transmittal Dear Mr. Siegfried Russwurm, Enclosed is the report you that two plans to solve the dilemma which Siemens faced in China market. Siemens attempted to increased market share in China market through bribe. However, it suffered serious challenged and shocked. Overall revenue and corporate image were significantly fall. Decision level should consider to establish the corporate social responsibility in order to enhance the company image and employee morale. Here is the second plan to report you that CEO should change leadership style to transformational leadership, it is able to improve organisational productivity and enhance organisational development capabilities. Finally, I would like to thank you for the opportunity this report gave me to provides the new leadership strategies for Siemens, and to develop my research skills, which will be invaluable for future projects. Regards, Chun-Chang, Tseng Executive Summary This report provides a described about the negative impact from the wrong leadership decision-made in Siemens. It provides two plans to solved the scenario and discuss how to access the two plans. Methods of solved the scenario are establishment corporate social responsibility and changed the leadership style to transformational leadership. Both the plans are able to improve the worst situations. Results of case analysed show that to help organisation transform reforming is an important direction for the company...
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...A Concise Research on Siemens AG and Nissan Contents I. Introduction………….…………………………………………………...…………….….1 II. Finding…………………………………....……………………………...…………...…...2 2.1 A concise background of Siemens AG and Nissan………………..…2 2.2 The high performance culture of Siemens….…………….….…………….........2 2.3 Comparison of organisational structure and culture…………….………………...…..2 2.4 Effectiveness of different leadership styles………………………………………......3 2.5 Approaches to management among Siemens AG and Nissan………………………..4 2.6 Factors influence individual behaviour at work………………………………………5 2.7 Different motivational theories………………………………………………………5 2.8 Nature of groups and group behaviour of Siemens…………………………………..6 2.9 Factors to the development of effective teamwork at Siemens………………………6 III. Conclusion…...……………………….………………………………………..………8 3.1 Structure and culture affect the performance of Siemens…………………………..8 3.2 Explanation of the leadership of Siemens AG……………………………………….8 3.3 Organisational theory influences the practice of management……………………8 3.4 Different leadership styles motivate organisations in periods of change……………9 3.5 The usefulness of motivational theories for managers………………….…………10 3.6 Impact of technology on team functioning within Siemens……………………10 Reference………………………………………………..………………….……….……….12 I. Introduction All my research is about two huge companies: Nissan Motor Company and Siemens AG. One topic has already been set...
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...Siemens Corporate Strategies: A Siemens AG Case Study Jeff Head Loyola University Chicago Foundations of Organization CPST 250 Dr. Marilyn Stocker February 13, 2015 Siemens AG, An Organizational Analysis “Siemens is a global technologies company comprised of 343,000 employees worldwide” (Karczewski, 2014). For the purpose of this paper an analysis of the company will be presented, to include a look at the company mission, human resources, markets, products offered, recent financial performance, and how engineering plays a major role in Siemens AG. Description of the Organization In 2013, Peter Loscher was replaced as CEO of Siemens AG by the current CEO Joe Kaeser. The following year Kaeser presented “Vision 2020”, a comprehensive plan to get the company back on track. This vision provided focus on the company’s path, positioning, culture and strategy. The strategic framework to support the vision centered on the company with four contributing elements: Customer and Business Focus, Governance, Management Model and Ownership Culture. Siemens History and Operations “Siemens was first founded in 1887 and started to expand with mass production and established a branch in Saint Petersburg and London for Russian lines and English lines” (Choudhary, 2013). It increased its production and started producing electrical power, lighting, and other advances after the Industrial Revolution, which enabled it to gain strength. After the end of World War II, it faced expropriation of over...
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...The main issue drawn from the case, “Siemens AG: Global Development Strategy,” focuses on choosing the appropriate organizational design. To organize a business for innovation, it must first be determined whether an innovation is autonomous or systemic. It must also be determined whether the capabilities needed to produce the innovation can be obtained easily or must be created. Siemens focus was on an international development strategy, rather than a domestic one. This strategy resulted from three main factors. The first was the likelihood of labor shortages in the event all product development was centralized in Munich. Secondly, exceedingly customized solutions are often required for telecommunications customers and must be completed as quickly as possible. Lastly, in theory time zone differences could be used to conduct a continuous development strategy, although this idea fails in practice due to the remarkably high level of coordination required between overseas counterparts. As discussed in the article, “Organizing for Innovation: When is Virtual Virtuous?” global development network carries many prospective benefits, such as the potential to gather the top researchers from around the world, increase in the scope of research with increased resources and knowledge, save money by building in cheaper countries, and improve research quality and standards through internal competition and collaboration. Likewise, there are also many potential risks, such as large inconsistencies...
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...Stephen Elop President & CEO Timo Ihamuotila CFO Matt Shimao Head of Investor Relations Disclaimer It should be noted that certain statements herein which are not historical facts are forward-looking statements, including, without limitation, those regarding: A) the expected plans and benefits of our strategic partnership with Microsoft to combine complementary assets and expertise to form a global mobile ecosystem and to adopt Windows Phone as our primary smartphone platform; B) the timing and expected benefits of our new strategy, including expected operational and financial benefits and targets as well as changes in leadership and operational structure; C) the timing of the deliveries of our products and services; D) our ability to innovate, develop, execute and commercialize new technologies, products and services; E) expectations regarding market developments and structural changes; F) expectations and targets regarding our industry volumes, market share, prices, net sales and margins of products and services; G) expectations and targets regarding our operational priorities and results of operations; H) expectations and targets regarding collaboration and partnering arrangements; I) the outcome of pending and threatened litigation; J) expectations regarding the successful completion of acquisitions or restructurings on a timely basis and our ability to achieve the financial and operational targets set in connection with any such acquisition or restructuring; and K) statements...
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