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  • 1. Corporate Information and Operations Siemens AG File: CIO FF_Template 5/20/2010 Page: 1 Planning and Executing the Business Case for Knowledge Management © Siemens AG 2003 Corporate Information and Operations Knowledge Management Demonstrating the Value of KM, 26-27 November 2003, London Dr. Josef Hofer-Alfeis Siemens AG, Corporate Information and Operations, Management & Support Processes and Knowledge Management This is Siemens LightingAutomation andInformation and Energy and TransportationHealth Care Business Areas: g g ControlCommunications gy Power p Siemens represents one of the largest human and knowledge networks in the world: 1Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Siemens represents one of the largest human and knowledge networks in the world: more than 430.000 employees across borders into 190 countries and cultures collaborating with numerous customers and partners derives 75 percent of total sales from products developed in the last five years
  • 2. Corporate Information and Operations Siemens AG File: CIO FF_Template 5/20/2010 Page: 2 Effective socio-technical KM systems Some usage indicators from March 2003 Overview from the top 4 group initiatives and from corporate activities: Communities of Practice (CoP): >1500, including >250 cross-group or corporate, >90,000 community members90,000 community members Knowledge Marketplaces with >75,000 users Knowledge/Content, e.g. Proficiencies of >430.000 employees e.g. in various organizational structures, internal and external, … 190 countries e.g. codified in >250,000 knowledge objects in the marketplaces Processes, e.g. per 1000 knowledge objects typically 300 downloads/month; e.g. 75% of Urgent Requests responded in less than 2 days in many communities 2Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Sources: Andreas Manuth, Information & Communication Networks, Dirk Ramhorst, Siemens Business Services, Bernhard Schoen, Information & Communication Mobile, Bodo Winkler, Siemens Med, Dr. Josef Hofer-Alfeis, Corporate Information & Operations, March 03 KM organization in Siemens: ~25 full-/part-time KM drivers on corporate, group and region level >1000 part-time KM supporters (moderators, facilitators, ..), ~30 KM consultants CoP KM: ~300 members; CoP Innovation Mngt.: ~100 members Agenda • Creating Strategies for the major KM drivers • Executing KM strategies • Diagnostics and Measurements on Knowledge and KM • Integrating KM into a Business Process Framework • Conclusions and Overview on Key Success Factors 3Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Conclusions and Overview on Key Success Factors
  • 3. Corporate Information and Operations Siemens AG File: CIO FF_Template 5/20/2010 Page: 3 action perspective of knowledge workers Knowledge drivers and their basic objectives in any business Perspectives and strategies of the major players in the KM arena Learn from doing, from colleagues and from the world Collaborate, improve and innovate strategic perspective of business owner and management team enabling perspective of the KM organizers Collaborate, improve and innovate Support knowledge sharing and creation by excellent KM systems and processes develop and rollout operate and maintain personal development strategy KM instruments strategy KM infrastructure strategy / roadmap 4Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 strategic perspective of business owner and management team Improve knowledge work and learning focused by the business strategy and orchestrated across support functions: coordinate adequate staffing and proficiency building drive effective knowledge multiplication (diffusion) coordinate efficient knowledge documentation (codification) Knowledge Strategy Co-operating Strategies needed to transform successfully Management-driven Measure K states and value Transformation to more performance & more innovation on knowledge f th b i top-down Knowledge Strategy middle-bottom-up KM Instruments Strategy User-/KM Org-driven 5Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 for the business middle-top-down KM Infrastructure Strategy KM Org - driven Measure KM state & value
  • 4. Corporate Information and Operations Siemens AG File: CIO FF_Template 5/20/2010 Page: 4 Evaluating knowledge to focus and co-ordinate actions The top-down Siemens-CIBIT Knowledge Strategy Process (KSP) 3 Key Performance Indicators2 Knowledge Areas 1 Business Transformation ( focus specific topic like Process, Org., Product …) t am 4 Knowledge Portfolio current impact futureimpact 5 Knowledge Cockpit fication Proficiencies and K St k h ld OwnerandManagementTea rts 6Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Consolidation & Integration of actions This approach has originally been developed by Knowledge Action Plan, Execution & Solution Strategy enriched by state-of-the-art KM 6 Improvement Action Proposals Bus. perspective proficiency diffusion codification diffusion codif Stakeholders Business Improvement Projects execution and controlling BusinessO KAreaExper KMTeam Knowledge Portfolios: Knowledge areas and their impact on key performance indicators (Information & operations unit example) People/Knowledge/Quality Mngt Service Mngt Understanding Mobile Biz Top-level Knowledge Portfolio Detail-level Knowledge Portfolio Project Management Project Mngt IT Core Competences Biz Underst. EconomicsProcess & Data Mngt 7Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Business Case: Business/org. transformation in post-merger phase Key Performance Indicators: •Client success and satisfaction •Process & project performance •Employee satisfaction Current impact: in 2002/03 Future impact: in 2003/04
  • 5. Corporate Information and Operations Siemens AG File: CIO FF_Template 5/20/2010 Page: 5 The complete Knowledge Cockpit to plan improvements Example: Knowledge Area “Value Selling” 8Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Knowledge Action Plan: typical action samples Define – install – operate – create - promote … • Subject Matter Expert for … • Role and Career for Project Managers • Knowledge Transfer Workshops with internal/external K Stakeholders for … • Competence Network / Community of Practice for … • Regular project / leaving expert debriefings in … • Learning processes from projects with clients in … • Cookbook / Framework / Training for … • Taxonomy … Content structure in … 9Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 • Process model and implementation for … • Sustaining Experience Sharing and Proficiency Building in … How to leverage this value of improvement proposals in the business?
  • 6. Corporate Information and Operations Siemens AG File: CIO FF_Template 5/20/2010 Page: 6 Agenda • Creating Strategies for the major KM drivers • Executing KM strategies • Diagnostics and Measurements on Knowledge and KM • Integrating KM into a Business Process Framework • Conclusions and Overview on Key Success Factors 10Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Conclusions and Overview on Key Success Factors Realizing improvements in knowledge work and learning for the business-critical Knowledge Areas (KA) People/Knowledge/ Quality Mngt Service Mngt Understanding Mobile Biz Top-level Knowledge Portfolio role-specific competence models EFA & Competence Survey specific trainings Project Mngt IT Core Competences Biz Underst. EconomicsProcess & Data Mngt Knowledge Area Roadmap Knowledge Area Coach from Management Team business requirements 11Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Subject Matter Experts / Communities of Practice in the K Area KA expertise & requirements KM Projects inter-disciplinary KM Team State-of-the-art KM and KM Roadmap Orchestration across support functions
  • 7. Corporate Information and Operations Siemens AG File: CIO FF_Template 5/20/2010 Page: 7 KM Players & Knowledge flows and examples of KM interventions to improve knowledge state and processes Teams, employees Use & creation of knowledge, Examples of KM interventions org for KMTrainings UrgentReques … Debriefing Reports Lessons Learned tRequestsAnswers Best Practices Solutions Experiences employees in the daily business g collaboration … Guidelines Templates … Management Processes Operational Processes Support Processes org for KM & Content Communication … K Culture Initiative Trainings Urgent Request Process Knowl. Transfer Tools 12Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 st … Urgent Methods … Sharing & assessment of knowledge Knowledge Marketplace Standardization and distribution of knowledge departments, support functions, CoC’s Communities of Practice Community Support Community Workspaces & ShareNet Support KM Tools and Solutions Examples CIO-internal Competence Networks / Communities of Practice (CoP) • Guideline for Founder and ModeratorCommunication ShareNet Workspaces • TeaTime • Meeting Point • Events • Media Tools & Solutions for Competence & Knowledge Management in CIO Knowledge Transfer Tools • Consulting offering Communication Trainings for Competence Networks / CoPs • Content Structure template • Urgent Request procedure • Feedback module • News Channel 13Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 • Project Debriefing • Leaving Expert Debriefing • Debriefing Moderation offering • Knowledge Transfer Workshop internal/external • top+ • Financial Basics • Value Selling • ShareNet Basics • Competence Strategy • Sustainable KM Implementation • CIO ShareNet • CIO Content Management
  • 8. Corporate Information and Operations Siemens AG File: CIO FF_Template 5/20/2010 Page: 8 Why is an inter-disciplinary KM Team so important? KM systems are holistic socio-technical systems Most of the effective and enduring KM solutions result from a coordinated collaboration of various management disciplines: Knowledge, HR, Information/IT, Org/Process, Innovation/Intellectual Property, …, g , p y, Simple example: Leaving Expert / Project Debriefing • Process design and implementation (e.g. Preparation – Transfer of Knowledge areas / Relationships / Responsibilities / Lessons Learnt – Codification and demand-specific provision/distribution): KM Team • Integration into HR / Project Management processes: HRM/PM • Integration into collaboration and document management 14Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 g g platform, enabling of virtual team debriefings: IT • Integration into content structures and processes: Content Mngt. • Integration with knowledge processes of organizational structures (org. units, teams, Communities of Practice, Centers of Competence): KM Team Knowledge innovation corridors and magnets from Knowledge Portfolios in the KSP detail Knowledge Portfolios f t h l i P-K-Q Mngt Service Mngt Understanding Mobile Biz Knowledge Portfolio 2b Mature Technologies: Else -1 0 1 2 3 4 5 6 -1 0 1 2 3 4 5 6 Current Impact FutureImpact Knowledge Portfolio 2a Mature Technologies: Telecommunication -1 0 1 2 3 4 5 6 -1 0 1 2 3 4 5 6 Current Impact FutureImpact Key BasicNot relevant Promising MatureTechnologies for technologies of an R&D unit Providing K Portals IT Core Competences Biz Underst. EconomicsProcess & Data Mngt 15Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Knowledge Portfolio 2c New Technologies: NGN Products -1 0 1 2 3 4 5 6 -1 0 1 2 3 4 5 6 Current Impact FutureImpact Basic KeyPromising Not relevant Knowledge Portfolio 2d New Technologies: NGN Services -1 0 1 2 3 4 5 6 -1 0 1 2 3 4 5 6 Current Impact FutureImpact BasicNot relevant Promising Key NewTechnologiesM top-level Knowledge Portfolio of an Info & Operations unit
  • 9. Corporate Information and Operations Siemens AG File: CIO FF_Template 5/20/2010 Page: 9 Agenda • Creating Strategies for the major KM drivers • Executing KM strategies • Diagnostics and Measurements on Knowledge and KM • Integrating KM into a Business Process Framework • Conclusions and Overview on Key Success Factors 16Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Conclusions and Overview on Key Success Factors Measuring Knowledge and KM Examples of applied approaches • Infrastructure usage monitoring (# of downloads, …) • KMS activity indicators (active memberships, documents processed, …) KM Maturity Assessment based on the KM Maturity Model KMMM Value X • KM Maturity Assessment based on the KM Maturity Model KMMM, cross-organizational KM State Benchmarking Knowledge KM State X Knowledge KM State Value X • KM user satisfaction surveys (CoP Assessment, KMS users survey) • Business impact of KM projects (Cost savings, value created, …) (Siemens Catalogue of proven Cost-Benefit Arguments SCoBA) • Info/Knowledge Object reuse rate 17Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Knowledge KM State Value X X • Knowledge quality/reuse feedback • Business Impact of Knowledge Area (KSP) • Length of information „genealogy chain“ • Level of Proficiency, Diffusion, Codification (KSP)
  • 10. Corporate Information and Operations Siemens AG File: CIO FF_Template 5/20/2010 Page: 10 ROI in KM projects: Examples from the Siemens Catalogue of proven Cost- Benefit Arguments (SCoBA) - Good practice sharing of benefit arguments • reduced resource and infrastructure requirements by improving processes for codified knowledge assets: ~ Mio’s € savings • reduced travel and collaboration cost by online collaboration (workshop with 70 Cost reduction • more efficient search for & access to information: > 48h saved per year/user of Information Management System (15.000 users) • reduced time to make an offer due to faster access to experts, crucial knowledge assets and avoiding redundant work by ShareNet: in average 8,900h time savings per month • reduced problem solving time by Communities of Practice ensuring permanent availability of experts and high quality documents: half day per week in average reduced travel and collaboration cost by online collaboration (workshop with 70 people from 15 countries, 76 postings in ShareNet): ~100 thousands of € savings Time reduction 18Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 • new customer contracts won by Siemens regional units due to urgent request in ShareNet: worth ~Mio’s € • new customer contracts won by globally reusing knowledge objects in ShareNet (competitor info, pricing concepts): worth ~ Mio’s € • innovation and business improvements due to over 160.000 implemented ideas in FY 01/02 via 3i initiative: = tens of mio’s € value of benefit availability of experts and high quality documents: half day per week in average Sales increase/ Growth/ Innovation Agenda • Creating Strategies for the major KM drivers • Executing KM strategies • Diagnostics and Measurements on Knowledge and KM • Integrating KM into a Business Process Framework • Conclusions and Overview on Key Success Factors 19Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Conclusions and Overview on Key Success Factors
  • 11. Corporate Information and Operations Siemens AG File: CIO FF_Template 5/20/2010 Page: 11 Siemens Reference Process House and positioning of KSP and KM (wip) Management Processes Strategic Planning Business Review Strategic Controlling KSP, (K Balance Sheet?, K Controlling?) ? •Siemens Reference Process House - binding Standard •for overarching Process Management / Standardization Business Processes Supply Chain Management (SCM) ReturnDeliverMakeSourcePlan Customer Relationship Management (CRM) CareSellUnderstandPlan f ( ) 20Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Support Processes Process & Information Mgt. Financial Mgt. Human Resour- ces Environ- ment Quality Mgt. Commu- nication Real Estate Mgt. Procure- ment Product Lifecycle Management (PLM) Phase out Commer- cialize RealizeDefine Product Portf.-Mgt. Plan Knowledge Mgt. ? Support Process Cluster “Knowledge Management” (DRAFT) Govern KM …From mandate to efficient organization, KM strategy and program. Develop and rollout KM Systems and Tools Improve Knowledge (States and Processes) Manage Relationships gProcessesforKM From KM stakeholder contact and promoting KM solutions to satisfied KM stakeholders From knowledge strategy and its action plan to improved proficiencies, knowledge diffusion and codification (static and dynamic aspects) and KM systems requirements 21Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Operate KM Systems and maintain KM Tools Enabling Processes Enabler processes specifically necessary to run the Support Process KM Operating From business- & KM systems requirements to ready-to-use KM solution From customer demand to KM system performance and efficiency, and KM service delivery
  • 12. Corporate Information and Operations Siemens AG File: CIO FF_Template 5/20/2010 Page: 12 Agenda • Creating Strategies for the major KM drivers • Executing KM strategies • Diagnostics and Measurements on Knowledge and KM • Integrating KM into a Business Process Framework • Conclusions and Overview on Key Success Factors 22Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Conclusions and Overview on Key Success Factors Using KM to drive performance and innovation Conclusions and Lessons Learnt Evidence via business examples Key success factors for realization : Planningg • integrating proficiency, diffusion and codification issues by a comprehensive knowledge model • focusing and orchestrating business improvement actions by top-down Knowledge Strategy • co-ordination of KM players and their strategies: • business owner and management team (Knowledge Area Coaches) • interdisciplinary KM team (HR, IT, Org/Process, ….) • Knowl. Workers (Employees, Teams, Communities, Centers of Competence, org units) 23Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Implementation Knowl. Workers (Employees, Teams, Communities, Centers of Competence, org units) • implementing KM holistically via Socio-technical Architecture and Process Model • appropriate measurements
  • 13. Corporate Information and Operations Siemens AG File: CIO FF_Template 5/20/2010 Page: 13 A comprehensive Knowledge Model Example: The knowledge space of a world-class restaurant cooking plus communities of suppliers, peers and customers Knowledge: the capability in cooks … g p y for effective action 24Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 in cookbooks … in teams and comunities … Codification Proficiency 3-D knowledge space Sources for content: Max Boisot, CIBIT, Siemens Source of images: Bocuse à la carte – Kochen mit dem Meister. Falkenverlag, Niedernhausen/Ts. (1985) Tips – interactive forums – courses with livecam Recepies – online shops, e.g. www.bocuse.com or more in www.frank-buchholz.de Knowledge Knowledge: our definition and basic dimensions Model of the 3-D Knowledge Space and basic metrics low diffusion high d. “Knowledge” = capability for effective action* • in individuals • in organizations • in information about it “Knowledge” = capability for effective action* • in individuals • in organizations • in information about it ncy diffusion high world-class expert expert 25Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Codification Proficien Sources: * Peter Senge, CIBIT, M. Boisot Siemens AG low beginner skilled & trained
  • 14. Corporate Information and Operations Siemens AG File: CIO FF_Template 5/20/2010 Page: 14 The holistic KM solution approach: System Architecture Successful KM solutions are socio-technical systems Knowledge Strategy and Culture M t KM Processes Knowledge Communities KM Organi- zation Measurements Knowledge / Content 26Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Knowledge Marketplaces Integrating KM into business means implementation and integration work in all six dimensions coherently driven by a KM Roadmap Holistic KM solutions: System Architecture in detail Successful KM solutions are socio-technical systems ... are the knowledge creation and sharing processes as well as other KM processes and their integration into the business processes ... means values, culture, leadership & strategy and rewards & recognition for a KM Processes Knowledge Strategy and Culture Knowledge Communities KM Organi- zation Knowledge / Content ... are networks of knowledge stakeholders creating and sharing knowledge related to specific knowledge areas rewards & recognition for a knowledge-intensive organization ... are specific Knowledge Management functions which initiate, promote and support KM- 27Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Knowledge Marketplaces …are the (standard) Knowledge Sharing Platform including technical platforms, tools, workplaces, services, and infrastructure as well as office spaces and communication channels and events; activities ... means the capability for effective action in people, organizations and codified in descriptions, processes and systems, which is medium in knowledge repositories and flows. …concerns issues of structure, quality, validity and value
  • 15. Corporate Information and Operations Siemens AG File: CIO FF_Template 5/20/2010 Page: 15 Using KM to drive performance and innovation Conclusions and Lessons Learnt Evidence via business examples Key success factors for realization : Planningg • integrating proficiency, diffusion and codification issues by a comprehensive knowledge model • focusing and orchestrating business improvement actions by top-down Knowledge Strategy • co-ordination of KM players and their strategies: • business owner and management team (Knowledge Area Coaches) • interdisciplinary KM team (HR, IT, Org/Process, ….) • Knowl. Workers (Employees, Teams, Communities, Centers of Competence, org units) 28Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Implementation Knowl. Workers (Employees, Teams, Communities, Centers of Competence, org units) • implementing KM holistically via Socio-technical Architecture and Process Model • appropriate measurements • integrating Knowledge Strategy Process (KSP) and KM processes in Business Process Framework Contact Dr. Josef Hofer-Alfeis Senior Consultant, Knowledge Management Strategy, Diagnostics and Measurements, KM Competence Development, Facilitator of the Community of Practice KM Siemens AG, CIO PM MSK Corporate Information and Operations Process Management Management & Support Processes and Knowledge Management Südallee 1 (München-Airport) 29Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 D-85386 Munich, Germany Fon +49-89-636-36408 // Fax +49-89-636-718838 // Mobile +49-171-7659829 mailto:josef.hofer-alfeis@siemens.com KM & KSP Consulting Services: Siemens Business Services: http://www.siemens.com/index.jsp?sdc_p=t4c61s3u2o1052006d1065184pn1052006fl0m&sdc_sid=24119695695& Mailto:Frank.Rexer@siemens.com Corporate Technology: http://intranet.ct.siemens.de/en/tech/abteilungen/ic/ic1/index.html Mailto:Manfred.Langen@siemens.com www.siemens.de
  • 16. Corporate Information and Operations Siemens AG File: CIO FF_Template 5/20/2010 Page: 16 Further Readings on Siemens KM Current Siemens KM books: • T Davenport G Probst (eds ): Siemens KM Case Book 2nd editionT. Davenport, G. Probst (eds.): Siemens KM Case Book, 2 edition, Wiley/Publicis, 2002 Books with Siemens Contributions: • M. Bellmann, et al (Hrsg.): Praxishandbuch Wissensmanagement, Symposion, 2002 • C. W. Holsapple (eds.): Handbook on KM, Springer, 2002 • Ulrich Reimer, et al (eds.): WM2003: Professionelles 30Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Ulrich Reimer, et al (eds.): WM2003: Professionelles Wissensmanagement – Erfahrungen und Visionen, GI-Edition, Lecture Notes in Informatics, 2003 • APQC International Consortium Benchmarks on KM: Siemens selected as Best Practice Partner • 1999/2000 Successfully Implementing KM External Recognition • 2000/2001 Communities of Practice • 2001/2002 Retaining valuable Knowledge • 2002/2003 Using KM to drive Innovation • 2003/2004 Transfer of Best Practices (invited) • Most Admired Knowledge Enterprise study (MAKE from TELEOS/The KnowNetwork): • international 1998 - 2003: 6th time only German company among the 20 best world wide and ranked number 7 in 2003 out of 101 companies 31Corporate Information and Operations T. Pittschieler CIO SPC © Siemens AG 2003 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 • In Europe: 2001/2 ranked number 5 out of 91 companies • Invited speeches at numerous international conferences • Knowledge Management Case Book, 3.500 copies sold in 12 months ISBN Order Number: 3-89578-159-2 at PMCD / Wiley and many other publications

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