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  • 1. Corporate Information and Operations Planning and Executing the Business Case for 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 © Siemens AG 2003 Corporate Information and Operations This is Siemens Business Areas: Information and Automation and Energy and gy Health Care Transportation p Lighting g g Communications Control Power 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 T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 1 Siemens AG File: CIO FF_Template 5/20/2010 Page: 1
  • 2. Corporate Information and Operations 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 members 90,000 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 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 Sources: Andreas Manuth, Information & Communication Networks, Dirk Ramhorst, Siemens Business Services, Bernhard Schoen, T. Pittschieler Information & Communication Mobile, Bodo Winkler, Siemens Med, Dr. Josef Hofer-Alfeis, Corporate Information & Operations, March 03 CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 2 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 T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 3 Siemens AG File: CIO FF_Template 5/20/2010 Page: 2
  • 3. Corporate Information and Operations Knowledge drivers and their basic objectives in any business Perspectives and strategies of the major players in the KM arena action perspective of knowledge workers Learn from doing, from colleagues and from the world Collaborate, improve and innovate personal development strategy KM instruments strategy enabling perspective of the KM organizers Support knowledge sharing and creation by excellent KM systems and processes develop and rollout operate and maintain KM infrastructure strategy / roadmap 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 T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 4 Co-operating Strategies needed to transform successfully Management-driven Measure K states and value top-down Knowledge Strategy Transformation User-/KM Org-driven to more performance middle-bottom-up KM Instruments Strategy & more innovation on knowledge for the b i f th business KM Org - driven middle-top-down KM Infrastructure Strategy Measure KM state & value T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 5 Siemens AG File: CIO FF_Template 5/20/2010 Page: 3
  • 4. Corporate Information and Operations Evaluating knowledge to focus and co-ordinate actions The top-down Siemens-CIBIT Knowledge Strategy Process (KSP) 1 Business Transformation ( focus specific topic like Process, Org., Product …) 2 Knowledge Areas 3 Key Performance Indicators am future impact t Business Owner and Management Tea current impact 4 Knowledge Portfolio fication 5 Knowledge Proficiencies Cockpit and K rts K Area Exper O codif Stakeholders St k h ld proficiency diffusion codification diffusion 6 Improvement Consolidation Knowledge Action Plan, KM Team Action Proposals & Integration Execution & Solution Strategy Bus. perspective of actions enriched by state-of-the-art KM This approach has originally T. Pittschieler been developed by Business Improvement Projects execution and controlling CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 6 Knowledge Portfolios: Knowledge areas and their impact on key performance indicators (Information & operations unit example) Top-level Knowledge Portfolio Service Mngt Understanding People/Knowledge/Quality Mngt Mobile Biz Underst. Economics Process & Data Mngt Project Mngt IT Core Competences Detail-level Knowledge Portfolio Project Management Business Case: Business/org. transformation in post-merger phase Key Performance Indicators: • Client success and satisfaction • Process & project performance • Employee satisfaction T. Pittschieler Current impact: in 2002/03 CIO SPC © Siemens AG 2003 Future impact: in 2003/04 Corporate Information and Operations 7 Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 Siemens AG File: CIO FF_Template 5/20/2010 Page: 4
  • 5. Corporate Information and Operations The complete Knowledge Cockpit to plan improvements Example: Knowledge Area “Value Selling” T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 8 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 … • Process model and implementation for … • Sustaining Experience Sharing and Proficiency Building in … How to leverage this value of improvement proposals in the business? T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 9 Siemens AG File: CIO FF_Template 5/20/2010 Page: 5
  • 6. Corporate Information and Operations 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 T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 10 Realizing improvements in knowledge work and learning for the business-critical Knowledge Areas (KA) Top-level Knowledge Portfolio specific role-specific EFA & Understanding Service Mngt Competence trainings competence models People/Knowledge/ Mobile Quality Mngt Survey Biz Underst. Economics Process & Knowledge Data Mngt IT Core Competences Area Roadmap Knowledge Area Coach Project Mngt from Management Team business requirements KM Projects State-of-the-art KM and KM Roadmap KA expertise & requirements Orchestration across support functions Subject Matter Experts / inter-disciplinary Communities of Practice in the K Area KM Team T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 11 Siemens AG File: CIO FF_Template 5/20/2010 Page: 6
  • 7. Corporate Information and Operations KM Players & Knowledge flows and examples of KM interventions to improve knowledge state and processes Examples of KM interventions Use & creation Teams, g of knowledge, Trainings org for KM employees … collaboration & Content in the daily business Best Knowl. … Practices Guidelines Communication Urgent Requests Answers Transfer Urgent Request Process Tools … K Culture Debriefing Urgent Reques Solutions Templates Initiative Management Processes Reports … Operational Processes Experiences Lessons Learned Support Processes st t departments, Methods support functions, … Community CoC’s Support … Standardization and Communities of Practice distribution of knowledge Sharing & assessment Knowledge of Marketplace T. Pittschieler Community Workspaces CIO SPC knowledge & ShareNet Support © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 12 KM Tools and Solutions Examples CIO-internal Competence Networks / Communities of Practice (CoP) • Guideline for Founder and Moderator ShareNet Workspaces Communication • Consulting for Competence Networks / CoPs • TeaTime offering • Content Structure template • Meeting Point • Urgent Request procedure • Events • Feedback module • Media • News Channel Tools & Solutions for Competence & Knowledge Management in CIO Trainings Knowledge Transfer Tools • top+ • Project Debriefing • Financial Basics • Leaving Expert Debriefing • Value Selling Basics • Debriefing Moderation offering • ShareNet • Knowledge • Competence Strategy Transfer • Sustainable KM Workshop Implementation internal/external • CIO ShareNet • CIO Content Management T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 13 Siemens AG File: CIO FF_Template 5/20/2010 Page: 7
  • 8. Corporate Information and Operations 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 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 T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 14 Knowledge innovation corridors and magnets from Knowledge Portfolios in the KSP Service Mngt Understanding P-K-Q Mngt detail Knowledge Portfolios Mobile Biz Underst. Economics for technologies f t h l i Process & Data Mngt of an R&D unit IT Core New Technologies Mature Technologies Competences Knowledge Portfolio 2a Knowledge Portfolio 2b Mature Technologies: Mature Technologies: Else Telecommunication 6 Providing 6 5 5 K Portals Promising Key 4 4 pact F tu Im a t u re p c 3 ture Im 3 2 Fu 2 1 1 Not relevant Basic 0 0 -1 0 1 2 3 4 5 6 -1 0 1 2 3 4 5 6 Current Impact -1 Current Impact -1 M Knowledge Portfolio 2c Knowledge Portfolio 2d top-level Knowledge Portfolio 6 New Technologies: NGN Products 6 New Technologies: NGN Services 5 Promising of an Info & Operations unit 4 Promising Key 5 4 Key pact Future Impact 3 Future Im 3 2 2 1 1 Basic Not relevant Not relevant Basic 0 0 -1 0 1 2 3 4 5 6 -1 0 1 2 3 4 5 6 -1 Current Impact Current Impact -1 T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 15 Siemens AG File: CIO FF_Template 5/20/2010 Page: 8
  • 9. Corporate Information and Operations 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 T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 16 Measuring Knowledge and KM Examples of applied approaches • Infrastructure usage monitoring (# of downloads, …) Value • KMS activity indicators (active memberships, documents processed, …) State X • KM Maturity Assessment based on the KM Maturity Model KMMM, KMMM cross-organizational KM State Benchmarking Knowledge KM Value X • KM user satisfaction surveys (CoP Assessment, KMS users survey) • Business impact of KM projects (Cost savings, value created, …) State (Siemens Catalogue of proven Cost-Benefit Arguments SCoBA) Knowledge KM • Info/Knowledge Object reuse rate Value X • Knowledge quality/reuse feedback • Business Impact of Knowledge Area (KSP) State X • Length of information „genealogy chain“ Knowledge KM • Level of Proficiency, Diffusion, Codification (KSP) T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 17 Siemens AG File: CIO FF_Template 5/20/2010 Page: 9
  • 10. Corporate Information and Operations 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 Cost codified knowledge assets: ~ Mio’s € savings reduction • reduced travel and collaboration cost by online collaboration (workshop with 70 people from 15 countries, 76 postings in ShareNet): ~100 thousands of € savings • 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 Time assets and avoiding redundant work by ShareNet: reduction 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 • new customer contracts won by Siemens regional units due to urgent request Sales in ShareNet: worth ~Mio’s € increase/ • new customer contracts won by globally reusing knowledge objects in ShareNet Growth/ (competitor info, pricing concepts): worth ~ Mio’s € Innovation • 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 T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 18 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 T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 19 Siemens AG File: CIO FF_Template 5/20/2010 Page: 10
  • 11. Corporate Information and Operations Siemens Reference Process House and positioning of KSP and KM (wip) KSP, (K Balance Sheet?, K Controlling?) Management Processes Strategic Planning Business Review Strategic Controlling ? Business Processes Customer Relationship Management (CRM) Plan Understand Sell Care •Siemens Reference Process House - binding Standard Supply Chain Management (SCM) •for overarching Process Management / Standardization Plan Source Make Deliver Return Product Lifecycle Management ( f (PLM) ) Product Commer- Plan Define Realize Phase out Portf.-Mgt. cialize Knowledge Mgt. Support Processes Human Process & Real ? Quality Environ- Financial Procure- Commu- Resour- Information Estate Mgt. ment Mgt. ment nication ces Mgt. Mgt. T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 20 Support Process Cluster “Knowledge Management” (DRAFT) Govern KM From mandate to efficient organization, KM strategy and program. … Manage Relationships From KM stakeholder contact and promoting KM solutions to satisfied Operating Processes for KM KM stakeholders Improve Knowledge (States and Processes) From knowledge strategy and its action plan to improved proficiencies, knowledge diffusion and codification (static and dynamic aspects) and KM systems requirements Develop and rollout KM Systems and Tools g From business- & KM systems requirements to ready-to-use KM solution Operate KM Systems and maintain KM Tools From customer demand to KM system performance and efficiency, and KM service delivery T. Pittschieler Enabling Processes CIO SPC Enabler processes specifically necessary to run the Support Process KM © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 21 Siemens AG File: CIO FF_Template 5/20/2010 Page: 11
  • 12. Corporate Information and Operations 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 T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 22 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) Implementation • implementing KM holistically via Socio-technical Architecture and Process Model • appropriate measurements T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 23 Siemens AG File: CIO FF_Template 5/20/2010 Page: 12
  • 13. Corporate Information and Operations A comprehensive Knowledge Model Example: The knowledge space of a world-class restaurant cooking plus communities of suppliers, peers and customers Knowledge: the capability g p y for effective action in cooks … Proficiency Knowledge in teams and comunities … Codification in cookbooks … 3-D knowledge space T. Pittschieler Tips – interactive forums – courses with livecam CIO SPC Sources for content: Max Boisot, CIBIT, Siemens Recepies – online shops, e.g. www.bocuse.com © Siemens AG 2003 or more in www.frank-buchholz.de Source of images: Bocuse à la carte – Kochen mit dem Meister. Falkenverlag, Niedernhausen/Ts. (1985) Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 24 Knowledge: our definition and basic dimensions Model of the 3-D Knowledge Space and basic metrics low high d. diffusion “Knowledge” = capability for effective action* • in individuals • in organizations • in information about it high world-class expert ncy expert Proficien low skilled & trained beginner Sources: Codification * Peter Senge, CIBIT, M. Boisot Siemens AG T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 25 Siemens AG File: CIO FF_Template 5/20/2010 Page: 13
  • 14. Corporate Information and Operations The holistic KM solution approach: System Architecture Successful KM solutions are socio-technical systems Knowledge Strategy and Culture Measurements M t KM Processes Knowledge Communities Knowledge / Content KM Organi- zation Knowledge Marketplaces Integrating KM into business means implementation and integration work in all six dimensions coherently driven by a KM Roadmap T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 26 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 ... means values, culture, and their integration into the business leadership & strategy and processes rewards & recognition for a knowledge-intensive Knowledge Strategy and Culture organization KM Processes Knowledge Communities ... are specific ... are networks of knowledge Knowledge stakeholders creating and Management sharing knowledge related to KM specific knowledge areas Knowledge / Content functions which Organi- initiate, promote zation and support KM- Knowledge Marketplaces activities …are the (standard) Knowledge Sharing Platform including technical platforms, tools, ... means the capability for effective action workplaces, services, and in people, organizations and codified in infrastructure as well as office descriptions, processes and systems, spaces and communication which is medium in knowledge repositories channels and events; and flows. …concerns issues of structure, T. Pittschieler quality, validity and value CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 27 Siemens AG File: CIO FF_Template 5/20/2010 Page: 14
  • 15. Corporate Information and Operations 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) Implementation • implementing KM holistically via Socio-technical Architecture and Process Model • appropriate measurements • integrating Knowledge Strategy Process (KSP) and KM processes in Business Process Framework T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 28 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) D-85386 Munich, Germany Fon +49-89-636-36408 // Fax +49-89-636-718838 // Mobile +49-171-7659829 mailto:josef.hofer-alfeis@siemens.com www.siemens.de 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 T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 29 Siemens AG File: CIO FF_Template 5/20/2010 Page: 15
  • 16. Corporate Information and Operations Further Readings on Siemens KM Current Siemens KM books: • T Davenport, G. Probst (eds ): Siemens KM Case Book 2nd edition T. Davenport G (eds.): Book, 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 Wissensmanagement – Erfahrungen und Visionen, GI-Edition, Lecture Notes in Informatics, 2003 T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 30 External Recognition • APQC International Consortium Benchmarks on KM: Siemens selected as Best Practice Partner • 1999/2000 Successfully Implementing KM • 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 • 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 T. Pittschieler CIO SPC © Siemens AG 2003 Corporate Information and Operations Using KM drive Perfmnce&Inno HA20030911e del.ppt 12-Nov-03 31 Siemens AG File: CIO FF_Template 5/20/2010 Page: 16