Advantages And Disadvantages Of Collaboration

Advantages And Disadvantages Of Collaboration
Almost all organizations and companies know the required to break and become effective collaborators.
Collaboration doesn't happen by small throwing a switch. Instead, organizations and companies must
create a culture that accepts shared responsibility and authority for results. The organizations which learn
to collaborate are creating competitive advantage on the market which is difficult to do it again.
Collaborative Advantage is the ability to form effective and rewarding partnerships with other
organizations, for mutual benefit. Kanter found that the most productive relationships achieve five levels
of integration: Strategic integration. This involves continuous contact between the top leaders of each
organisation. Leaders should not form a partnership and then leave it to others to nurture the
relationship; ... Show more content on Helpwriting.net ...
this brings middle managers and professionals together to develop plans for specific projects or joint
activities; Operational integration. This is the sharing of resources, information and knowledge to
accomplish the planned joint projects and activities, e.g. through co–located teams, joint training
programmes and data
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Research Paper On Siemens Kalwa Work
Training and Development at Siemens kalwa works
Siemens provide learning and development opportunities to its employees to ensure skills and
competence enhancement. The training courses are offered to the employees of Siemens internally.
These are made available to them via Siemens learning campus. The learning process is pertaining to
behavioral and functional learning needs emerging at –
Organizational level
Divisional or group level
Individual level The governance and control of the complete process is the joint responsibility of
– T&D team of the company
– Regional delivery centre
– Training support services
– HR business partners
In the process of learning and development the employee is himself responsible for his/her learning. The
employee has to initiate if he needs a training by logging on to learning management system – Training
and Learning Management Style (TRAiLS) and uploading the training needs which were identified for
him/her during the employee dialogue.
TRAINING PROCESS
1. Objective Setting
Before starting the actual process of training there is a lot of pre work which is done. The very first step
of training and development is objective setting. It is important to set objectives of the organization, so
in order to move towards objective setting, a formal feedback is taken from the ground level. These
feedback helps in forming targets. It is important to set a target for each ... Show more content on
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If the individual targets are fulfilled but the team's target is not achieved then it does not give any
contribution to the company. Therefore, target setting is both upward direction as well as in downward
direction. Though target setting is crucial it is also essential for a company to take care of their
employees, to develop them and train them in order to stay tuned with changing environment. Thus, this
is the point from where the need of training

Siemens Ag Bribery
Siemens AG Bribery Scandal This paper will focus on the analysis of the well–known and popular
bribery scandal in the world, such as Siemens AG Bribery Scandal which occurred in November, 2006.
Siemens AG is one of the largest and most popular electrical engineering companies operated in the
world. The present company was founded in 1847 in Berlin and is now headquartered in Munich,
Germany. The discussion and the proper analysis of this bribery scandal will help to learn many effective
lessons from this situation helping organizations and individuals to avoid such cases and experiences in
the future. Siemens was considered one of the most powerful and productive companies in the field of
electronics and that bribery scandal surely ... Show more content on Helpwriting.net ...
Deming stated that Siemens AG failed "to have and publicize a system whereby employees and agents
could report or seek guidance regarding potential or actual criminal conduct without fear of retaliation
(Deming 91). Siemens Company and people working there on a regular basis faced a great number of
disadvantages associated with the decisions that led to the bribery scandals. The major disadvantages
included not only great financial losses due to fines and court procedures but mainly the lack of trust and
confidence on the part of customers, investors, business partners and other persons. Siemens simply had
to re–gain trust and respect in the world trying to remain competitive, successful and productive either
on the national or international business arena. These disadvantages surely affect the organization's
values, beliefs, culture, control, and its strategic ways of doing business in the modern competitive
environment. Brooks and Dunn stated that "each line of business had a managing director and a separate
managing board, and this structure inhibited accountability and allowed corruption to spread" (Brooks
and Dunn 291). The great number of persons was convicted in making illegal payments and being
involved into fraudulent bribery activities, such as Andreas Kley, Johannes Feldmayer, Hans–Werner
Hartmann, etc. These persons

Case Study: Siemens Strategy To Increase Competitive...
Siemens Strategy to Increase Competitive Advantage:
Jobber and Chadwick (2013) discussed that the main two sources of gaining an advantage over
competitors are by offering different benefits of the product or deliver it at lower cost than the
competition.
There are many strategies discussed by Jobber and Chadwick (2013) to obtain such competitive
advantage, either on broad or narrow or broad scope dimensions, or by different competitive base of
differentiation or cost.
In Siemens case, the company can go for a clear strategy of differentiation as a leader, which focuses on
their products differentiation over competitors on a broad scope.
It is also stated that there are many sources that can be used to give a company competitive advantage ...
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Selection of distribution locations that can give a suitable place for customers to purchase company
products is a very important way to enhance the distribution advantage. Reliable delivery timing is
another point that Siemens can build on to create the needed differentiation through distribution. As
Siemens depend on partners in many locations all over the world to perform the task of distributing its
products, providing the needed training and support for those partners can help to enhance the
distribution differentiation over competitors.
3– Promotion:
Siemens way of promoting its products is not helping the company currently to create an advantage over
the competitors, that is a clear fact for anyone who is monitoring the company closely. It is believed that
creative promotion campaigns can be a huge aid to help the company to a very strong brand image and
position. Siemens needs to invest more and more in the promotion aspect in order to create that needed
brand equity. Salesforce is also another dimension when talking about promotion, hiring skillful
salesforce and training them well can be a very helpful way to differentiate Siemens products in the

Case Study Of Ventra Healthcare
Competitive Rivalry:
Rivalry among competing firms is usually the most influential one of the five forces as the firm with the
competitive advantage might implement different strategies to gain advantage (Kotler, 2009). Therefore,
the rivalry within the healthcare industry is very intense and at the beginning of 2006 the healthcare
industry was dominated by seven major organisations Abbot, Bayer, Beckman Coulter, Dade Behring,
Ortho Clinical, Olympus and Roche (Matricardi, 2013). In general, rivalry increases as soon as the
number of competitors increases, since all of them are aiming at increasing profitability (Porter, 1998).
However, by the end of 2008 Siemens had acquired both Bayer healthcare's diagnostics and Dade
Behring, these acquisitions ... Show more content on Helpwriting.net ...
For instance, huge investment is required to create relationships with new customers, development of a
strong sales force, create a trustworthy brand, and to compete with the likes of Siemens in research and
development whom spent $1.56 billion in 2011in R&D and finally establishing distribution channels as
well as other assets (Siemens, 2012). These assets present a significant barrier to new entrants as they
require huge capital investment and therefore, these assets enable the market leaders to create high
switching costs for its customers (Hollensen, 2011). Thus, making it very difficult for new entrants to
compete with larger organisations like Siemens (Dhami, 2008). Other factors that restrict new entrants
into the market are organisations like Siemens, Abbot Laboratories and Roche offer their customers a
full range of healthcare products and services which make them a one stop shop for these institutions
thus increasing loyalty with its customers and creating obstacles for new entrants (Hollensen, 2011).
However, this industries offers its market leaders revenue streams that boosts billions of dollars for
example Siemens healthcare in 2012 estimated to generate $3.8 billion dollars whereas, Roche reached
$18.3 billion dollars in the same year (Forbes, 2014). Although, the industry offers significant revenue
streams for market leaders it also

Quality Control Procedure Manual
Chapter 1: INTRODUCTION TO THE PROJECT
1. Significance of the Study
Siemens is a global leader when it comes to engineering sector. It manufactures almost all the heavy
electrical devices such as from transformer to miniature circuit breaker. Siemens is well known for its
stringent quality norms. It has been successful to differentiate itself from the competitors on grounds of
quality. Project aimed at compiling a new quality control procedure manual from the existing manuals
such as Site manual, quality manual, safety manual. So that the new manual formed would be in
accordance with the international quality standards such as ISO 9001 & OSHAS18001.
There were Three parts of the study:
1. Understanding the IPM department ... Show more content on Helpwriting.net ...
All requirements of this International Standard are generic and are intended to be applicable to all
organizations, regardless of type, size and product provided. Where any requirement(s) of this
International Standard cannot be applied due to the nature of an organization and its product, this can be
considered for exclusion. Where exclusions are made, claims of conformity to this International
Standard are not acceptable unless these exclusions are limited to requirements within Clause 7, and
such exclusions do not affect the organization 's ability, or responsibility, to provide product that meets
customer and applicable statutory and regulatory requirements.
The organization shall establish, document, implement and maintain a quality management system and
continually improve its effectiveness in accordance with the requirements of this International Standard.
The organization shall:
determine the processes needed for the quality management system and their application throughout the
organization, determine the sequence and interaction of these processes, determine criteria and methods
needed to ensure that both the operation and control of these processes are effective, ensure the
availability of resources and information necessary to support the operation and monitoring of these
processes, monitor, measure

Different Leadership Styles In Samsung And Siemens
LO2 – 2.1 – Compare the effectiveness of different leadership styles in Samsung & Siemens
Leadership can be defined as the capacity to transform an idea into reality" – Aswathappa,2004.
Leadership style is basically effort of an individual to manage the staff and lead them properly. It
depends upon the organization that what type of leadership style is need to manage an organization in
better way in which all the stakeholders shows their best.
Samsung has followed different leadership styles time to time under Mr. Yong Il Choi, Mr. Park In Seok,
and Mr. Chin Mi Jung. They have followed different leading styles that includes :
Fiedler's contingency Model
Using Hersey and Blanchard's theory
Moral Leadership
Using power.
(Reference ... Show more content on Helpwriting.net ...
Samsung might be busy in dealing process re–manufacturing otherwise any sort of scientific or
increasing act depends upon the needs and condition and to supervise any alter , good management style
is necessary in order to inspire employees.
Management & Leadership, both terms are differentiating each other. Management is basically a process
to complete an organization's tasks by using resources and Leadership is actually the way to govern the
individuals of an organization in order to gain the achievement. Leadership also comes in motivating and
managing the individuals during the period of organizational modify.
There are few reaches existing for the leaders to govern the changes based on the leader's power and the
individuals' sovereignty. Manager of an organization might go for one of the reaches to motivate the
employees while the organization is preserving changes. Some major changes are;
Leader have powers to take the decision and order the employees about their task while the changes
occurs, known as Controlling

Critical Analysis Of Organisation Culture At Siemens
A system of shared meaning held by members that distinguishes the organisation from other
organisations.
"The set of the set of beliefs, values, and norms, together with symbols like dramatized events and
personalities that represents the unique character of an organisation, and provides the context for action
in it and by it". (Morgan, Gareth ;, n.d.)
Culture includes the organisation's vision, values, norms, systems, symbols, language, assumptions,
beliefs, and habits.
"A pattern of shared basic assumptions that the group learned as it solved it's problems that has worked
well enough to be considered valid and is passed on to new members as the correct way to perceive,
think, and feel in relation to those problems." (Schein, n.d.)
Organisational ... Show more content on Helpwriting.net ...
Factors of Leadership – Figure 7.1 – Factors of Leadership
1. Leader – There must be an honest understanding between a leader and followers in order to get
inspired, and work efficiently.
2. Followers – Different people requires different styles of leadership. e.g. – a new hire requires more
supervision than an experienced employee does.
3. Communication – Leaders lead through two–way communication. E.g.– "setting an example " in an
organisation that communicates to the other employees, not to perform anything that is not been
performed in an organisation.
4. Situation – All situations are different. Handling one situation in one way may not work in handling
the other situation. E.g. – one employee may need to confront another employee for inappropriate
behavior, but if the confrontation is too harsh or too weak, too late or too early, then the results may
prove

The United States Based Engineering Manager Who Now Works...
This paper explores the experiences of a United States based Engineering Manager who now works for
Siemens, a German company, as they have merged with his former company, Dresser–Rand, a United
States corporation. While he has not yet become fully emerged in the Siemens way of handling
multicultural competence, he does have experience working on global projects and dealing with cross–
cultural issues with Dresser–Rand. The interview with the subject, along with research into programs in
place at Siemens, as well as Hofstede's cultural dimensions, form the basis for this paper and the
recommendations made by the authors. Multicultural Competence at Dresser–Rand and Siemens Being
one of the world's largest producers of energy–efficient, resource–saving technologies, Siemens employs
around 348,000 employees in more than 200 countries (Siemens.com, n.d.). Engineering manager, Todd
Ricketts, is amongst these 348,000. Residing in Burlington, IA, Todd is still getting situated with
Siemens. In June 2015, Siemens bought out Dresser–Rand, a Houston company that makes turbo
compressors, turbines, valves and other components for the U.S. oil and gas industry (Eaton, 2015).
Todd says, "...since we've only been acquired for about 6 months now, I have not seen all Siemens
programs" (Ricketts, 2015). However, in his time with both Dresser–Rand and Siemens, Todd has had
extensive experience in dealing with cross–cultural issues, from traveling abroad to working hand in
hand with people of

Construction Plan For Siemens Industrial Turbo Machinery Ltd
1. INTRODUCTION 2. ABOUT 3. SCOPE OF WORK 4. SCHEDULE 5. REFERENCES Trent
Construction Ltd. (hereinafter also referred to, as "Trent Construction") is pleased to submit this
construction proposal to Siemens Industrial Turbo Machinery Ltd. (hereinafter referred to as "Siemens")
for the Factory & Office Proposal. 1. INTRODUCTION Office area for head office staff floor Area:
900m2 Warehouse / Loading area / Warehouse office: 2000m2 The planning conditions state the height
of the proposed building should be no higher than 12m above ground level for this project. The
development should be housed in one building but with the different sections operating independently.
There is no access is required between the independent sections. Separate entrances are required for
deliveries/visitors and Siemens are keen that clients, visitors and deliveries can distinguish between the
office area and the warehouse space. Siemens are also keen that any proposals are cost effective, have an
appropriate quality of specification. Siemens are interested in sustainable construction approaches. 2.
ABOUT Trent Construction is an established and well–respected local contractor that has been serving
customers in Nottingham has completed a broad range of construction projects over the years, and many
of them have been of comparable scope and magnitude as compared with this construction project. 3.
SCOPE OF WORK 3.1 Site Condition & Investigations Dynamic probe, trial pits, window sample,

Ge Healthcare As A Subsidiary Of General Electric Set Up...
GE healthcare is a subsidiary of General electric set up by Iconic inventor Thomas Edison headquartered
in Buckinghamshire, United Kingdom. After world war II GE started using X–rays in number of ways.
During that time it was realized the medicinal properties of x–rays. In 2004, the GE healthcare was
founded in a view to grow company in health care sector. Innovation being the base of the company.
Large population and increasing life–taking diseases had created a major sector of healthcare. GE had an
advantage of technological superiority from its parent company. Over the years company has
revolutionized healthcare serving over 100 countries. From developing quality MRI units to patient
management online, company has been able to provide solutions in every aspect of health industry. They
have served developed countries with high quality equipment and developing countries with low cost
health equipment. The company has successfully aligned with IT in their business at every level to
digitize health care department. The firm has a worldwide introduction, with creation offices outside the
US and UK, a more extensive client base, an unrivaled brand, deals, showcasing, IT and Production
divisions inside of each methodology. This guarantees productivity of administration inside of every
specialty unit. To guarantee money related responsibility in outsourcing and acquisition, choices with
respect to this are taken care of by workplaces at the central station. GE Healthcare works

Strategic Analysis For Siemens
2009 till date. We can also observe the significant dip in price below 40 Euros per share which occurred
during the financial crises in 2009. On the other hand, the dividend yield has not been stable over time.
This is as a result of the stock price increasing with time. It is also clear from the table that Siemens has
been paying dividends consistently with a steady increase in this payment to shareholders over time.
This regular payment of dividend is a sign of Siemens' business strength, a consistent business model
and also shows how efficient the company has been at generating profit with the shareholder's money on
an annual basis. 3.1 Strategic Vision Over the last ten years, Siemens has been using different strategies
to achieve their ... Show more content on Helpwriting.net ...
As such, the electrical equipment industry with a focus on Siemens would be analyzed using the Porter's
five forces framework. Degree of rivalry There are several big players in this industry including General
Electric, ABB, and much more thus resulting in a high degree of competition among them. General
Electric's competitive advantage is the strong market position which it has in the industry while ABB's
areas of strength are in the generation and transmission of power. This industry has a large number of
key market players which makes the level of rivalry very high (Barney, 1995) Bargaining power of
customers Bargaining power of customers: Unlike other industries where companies slash prices in other
to remain competitive, that is not the case with the electrical equipment industry. Because of the highly
technical and specialized nature of the products, it becomes relatively difficult for customers to find
similar products at reduced prices. Also, the prices in this industry are less likely to be influenced by
market forces given the relatively small amount of buyers. Bargaining power of

Siemen: A Short Story
A day feels like a week, a week felt like it could go for a year. The noises hushed to a mere whisper. The
hallways vacant, everyone in their own space, mentally and physically. She sat at one end, head hung
low, her unkept hair covering her thin face. Across from her sat the man she blamed for the irremediable
turn of events. Ralf decided to speak first, "Elsa, honey talk to me" his tone soft but yet harsh. "About
what? The weather?" "Darling, you know what – " "Don't call me that!" Replied Elsa stopping Ralf mid
sentence. At this point she looked up, her face was one that had been drained of any life, eyes bloodshot
and raging. "It doesn't benefit our family, if you continue to act like this Elsa." "Our family? What is left
of ... Show more content on Helpwriting.net ...
"Elsa, don't." Before Elsa could move any further Ralf had a tight grasp around her arm, refusing to let
go. "Ralf let go of me." "Elsa, there is no reason to leave." "I've made my decision Ralf, I'm leaving."
HIs grip on her hand tightened "Ralf!" "Elsa." He twisted her arm around so their faces were almost
touching. Elsa winced in pain "Ralf, please let go." "You will stay here, until we decide to leave as a
family." "No." As he tightened his grip around Elsa's arm, he noticed a young blond girl standing on the
dark staircase. It was Gretel, immediately dropping Elsa from his clutch. "Gretel." Maria was not far
behind, rushing to Gretel's side. "Maria, I have decided that myself and Gretel are leaving." ?? her arm
"Right now Mistress Elsa?" Spoke Maria Ralf turned away from the women, holding onto the chair
closest to him. "Yes, head upstairs and start packing." Replied Elsa "Of course Mistress Elsa." Elsa took
Gretel's hands in hers and began to walk towards the staircase. "Where are you going to go, Elsa." said
Ralf rather sympathetically. However the only response he received was the light footsteps padding
themselves

The Challenges Of Benq And Siemens Company From German...
BenQ and Siemens come from two different backgrounds and cultures. BenQ Company from Taiwan
culture, and Siemens Company from German culture. However, each of these two cultures differs from
the other, since in Germany several agencies monitor the managers and workers so the German
companies pay full attention for the staff and for their families before themselves. Also, if they dismiss
the workers from the job they are looking for another job, these laws and procedures of the German
government. Moreover, in contrast to the Taiwan Company BenQ there is no control at all and that
employee and companies take care only for their personal benefit and this negatively affects their
partnership. There are four challenges developed by Hofstede might ... Show more content on
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This is why BenQ is acquiring this company because it has expertise and a different culture. Also, these
two companies faced problems from critics and governments, but they did not despair, but they worked
in partnership and benefited from some, but eventually they lost and the German government tried the
Japanese company "BenQ" and forced them to improve their position and reduce losses because many
employees They lost their jobs and must provide them with alternative jobs for their lost jobs. In
addition to that, when they started to engage, they did not plan for future situations, and they are known
about BenQ that they are reckless in making decisions and lacking planning and management. In
conclusion, the German Siemens and the Taiwanese BenQ were quite different, from their national
cultures to organizational cultures. Where the failure of the acquisition provided a valuable lesson for
companies seeking to create their own global brand. Therefore, companies from different cultures need
to develop a strategy to clearly define goals and expectations and to avoid the information gap with
future

Evaluation Of Huawei's Expansion Strategy
Option on Future Operations
In consideration of Huawei's expansion strategy in Canada over the last six years, Huawei has a high
competitive strength within the nation and Canada is high in attractiveness to continued operations
(Celly et al., 2015, p. 28; Daniels et al., 2015, p. 597). However, Huawei's globalization strategy remains
under pressure from the adverse effects of the U.S., Australian and Indian governments' exclusion of
Huawei from government procurement (Celly et al., 2015, p. 1). Therefore, Huawei must leverage the
positive relationships and image it has built within Canada to negate the spread of the negative brand
image perpetuated by the U.S. Congress report. As such, two options are presented to further bolster the
positive image of Huawei within Canada and abroad.
The first option is to create a joint venture with Ericsson to collaborate on enterprise solutions (Daniels
et al., 2015, p. 592). Considering both organizations enterprise solutions business segments are a
relatively small portion of the businesses, it would stand to assume that together, both businesses could
develop an enterprise solutions industry through collaborative research and development (Celly et al.,
2015, pp. 19 & 26; Daniels et al., 2015, p. 583). This is strategically attractive, as Ericsson is the
preferred vendor of Canada's largest telecom operator, Rogers (Celly et al. 2015, pp. 24 & 25). This
strategic alliance would open Huawei to Rogers for future business, lending to

Siemen Movie Essay
Caring Anna Anna is very caring because, she went through a lot just to get her sister back who keeps
harming her and putting her endanger. Elsa also, pushes Anna away and Anna still goes after her. Anna is
dying and Olaf is with her and he keeps a fire going so, she does freeze and Anna tells Olaf to go or her
will melt. Anna really cares about her sister and Elsa claims she didn't want to hurt her, Anna almost dies
multiple times because of Elsa, luckily the trolls save her the first time. Any other person in Anna's case
wouldn't have done what she did, she is truly an amazing character. Anna went to get her sister after Elsa
has harmed her. Elsa has hurt Anna or put her in harm's way three times. First when they were little she
accidently hits Anna in the head with an ice blast and then later on she hits her in the heart. Anna is able
to defeat the odds and still get her sister to come back with her to the castle. She has gone through a lot
and then only to be put down by her sister. Anna also went through a lot to get her sister back after, she
has constantly pushed her away. Elsa should have learned a long time ago to control her powers. She
went into a depression and was always in her room, she probably felt safe in there. As we see throughout
the book and the movie that Elsa is becoming just as caring as Anna. In the ... Show more content on
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Elsa also, pushes Anna away and Anna still goes after her, Anna is dying and Olaf is with her and he
keeps a fire going so, she does freeze and Anna tells Olaf to go or her will melt. Anna really cares about
her sister and Elsa claims she didn't want to hurt her, Anna almost dies multiple times because of Elsa,
luckily the trolls save her the first time. Any other person in Anna's case wouldn't have done what she
did, she is truly an amazing character. Anna may be careless but, she defiantly doesn't have a frozen

Porter's Five Forces Model For Siemens Wind Power
The approaches mentioned above can be used to analyze any company. The company can be a startup
company or a big established company such as Apple, Google, IBM, etc. We use Porter's five–forces
model to evaluate if the company is profitable or not.
This model cannot be used for very long term because the analysis is not very deep through this model.
With Porter's five–forces model, we can use SWOT analysis, PESTEL analysis, etc to evaluate profit of
any company.
3. PORTER'S FIVE–FORCES MODEL FOR "SIEMENS WIND POWER"
Siemens Wind Power is a wind turbine manufacturer which became a separate Division of Siemens in
2011 and headquarters is established in Hamburg, Germany. Siemens Wind Power Division is a leading
supplier of reliable, environment–friendly ... Show more content on Helpwriting.net ...
We can use Porter's five–forces model to analyze the profitability of Siemens Wind Power Division.
Fig. 1.4 – Porter's Five–Forces model for Siemens Wind Power *3
The importance of the Siemens Wind Power business within the company is actually quite surprising. In
2013, Wind Power accounted for 5.2 Billion Euros in revenue at Siemens, or around 25 percent of the
total. Out of total employees in Siemens, around 5,500 employees work for Siemens Wind Power all
over the world and 300 of those are in Germany. We need exclusive proficiency for creating such
advancement in technology. There are so many perfectionists in Siemens Wind Power that it is really
hard for any other wind turbine manufacturer to match the achievements of Siemens Wind Power.
However, one strong competitor of Siemens Wind Power Division is Vestas. It has filed more than 700
wind turbine patents; however Siemens power industry has filed nearly 250 patents.
4. OUTLOOK FOR "SIEMENS WIND POWER"
The outlook for Siemens Wind Power is very positive from all sectors.
i. Political outlook

Siemens
Siemens AG is a German based company founded in 1847, employs over 416,000 people in 190
countries, and has over 60.1 billion Euros in sales worldwide. Siemens became the electronics,
telecommunications, and electrical engineering powerhouse that it is today by consistently innovating
and discovering new technologies. After starting out as a small precision–engineering workshop making
wire insulation and warning bells for railroads, the company discovered the dynamoelectric principle,
built the first electrical railway and developed the first electrical elevator. Siemens currently makes a
plethora of products such as light bulbs, X–ray machines, telecommunication equipment, and high speed
trains.
Increased competition, deregulation, ... Show more content on Helpwriting.net ...
We have evaluated two problems being faced by Siemens and we will provide recommendations based
on our knowledge and research of the issues at hand. We recognized that management is under intense
pressure to make a decision concerning ShareNet and poor–quality decisions can waste time and money
and at worst, can risk the company's future. The first problem that will be addressed is who should fund
the continued support and development of the ShareNet system. Since the early stages of the project,
ShareNet was funded as a corporate initiative, but due to the restructuring activities, the question at hand
is whether Corporate would continue to fund the project, or should the costs be absorbed by Siemens'
five product divisions. Part of this initiative is to request that each product division pay a per–user fee
for every user registered in ShareNet.
The first business issue that we will address is the broader implementation of ShareNet on an Enterprise
level. ShareNet was originally created by the developers in the ICN group and the system proved to be a
success for the Sales, Marketing and Research team. Siemens has several divisions with different
processes, procedures, and knowledge systems, and developers believed that it would be difficult to
implement ShareNet throughout other business units because much of the knowledge's architecture was
developed to reflect sales and marketing processes. Extending the use of ShareNet to other

Case Study: Lean Implementation at Siemens' Kalwa Plant
Graduate School of Business Faculty of Business & Accountancy
CMGB6104: Operation Management
Prepared For:
Dr. Kanagi Kanapathy
Prepared by Group 5 (Wednesday 6.30 p.m. class):
Jamaludin Muhamad Yusof CGA 120092
Sathisveran CGA 100081
Vinoden Subramaniam CGA 120012
Payam Nasehi CGA 120079
Salwa Faharudin CGA 110110
Table of Contents Page
_____________________________________________________________________________________
1.0 EXECUTIVE SUMMARY & COMPANY BACKGROUND 3
2.0 QUESTION 1 8
3.0 QUESTION 2 11
3.0 QUESTION 3 13
5.0 QUESTION 4 15
6.0 QUESTION 5 17
7.0 REFERENCES 22
1.0 EXECUTIVE SUMMARY & COMPANY BACKGROUND
Briefly, in this case we ... Show more content on Helpwriting.net ...
Lean objectives and target was communicated clearly to the whole team in Kalwa plant e. Introduction
of Gewald to the shop floor workers and office employees to clearly communicate the initiative and the
lean implementation objectives f. Clearly communicate that lean implementation to be introduced to
only manufacture of panels and VCB. g. Provide clear reason on why the two (manufacture of panels
and VCB) was chosen
4. Formation of Implementation team to operationalize and monitor h. Siemens Kalwa Plant General
Manager, Mr Khandekar as the head for both the panels and VCB implementation team i. Supported by

Mr Vedak for VCB j. Working group from cross functional team managers and executives
5. Site visit to learn from a real life lean implementation k. 2–3 team members and Mr Vedak visited lean
plant Maruti l. Kandekar and Vedak visited Siemens Switchboard in Turkey
6. Appointment of consultant to help on the lean implementation m. The consultant provide tangible
potential benefits i. Increased productivity of labours ii. Reduction in Inventory Level iii. Improve space
utilization n. Knowledge sharing and best practice based on real life lean implementation from other
industries
7. Organization are highly committed and motivated in implementing lean o. Group leaders support the
workers maintaining the pace of the line p. Khandekar and his management

Siemens Business Case: Joint Venture
Siemens Business Case: Joint Venture
Introduction
Siemens is a global corporation who specializes in electronics and electronic engineering throughout the
energy, healthcare, and infrastructure and city sector industries (Zhao, 2004). This corporation focuses
on energy efficiency and healthcare innovation. They invest over $6 billion a year for research and
development (Siemens, 2014). Because of the large amount of money spent on research and
development Siemens has a technology–driven innovation strategy. With years of experience with
technology innovation Siemens must continually evaluate the market to know what projects need to be
researched and funded. This can be done with a business case model. In the case of Siemens their ...
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There is, however, one thing that is needed globally, increases in technology that helps to reduce errors
and costs. This can be done with new laboratory machine technology, imaging technology, or an increase
in automation. There are many projects and technologies that are being developed by independent
companies that Siemens can benefit from. It is a matter of finding the right technology that can be used
with the current and future Siemens products.
Project Definition
Access to healthcare can be difficult for those with low incomes, rural areas, and those in already poor
health. Siemens can make a commitment to increase access to care by increasing medical equipment in
hospitals and creating mobile clinics. Siemens can become a partner with hospital systems such as
Centura Health, as they are committed to serving their communities at all stages in life (Centura Health,
2014). Since Centura is primarily in Colorado and western Kansas there are a lot of consumers that live
in rural areas, which they may not have access to care. This is where a partnership between Siemens and
Centura Health would help to improve health of those individuals.
This would be a market entry strategy to create a joint venture betweem Siemens and Centura Health
(Swayne, Duncan, and Ginter, 2009). This is a strategy that would be tested with Centura Health to
investigate if it could be accomplished with other hospital systems with large surrounding rural
communities. The timeframe is 3 years.

Essay On Siemens Scandal
At first Siemens downplayed the affair saying that it was only a matter of a few millions Euros. However
within a month their own estimate skyrocketed up to an amount of 420 million Euros. Furthermore
Klaus Kleinfeld the then recently installed CEO, denied awareness or involvement. Siemens' first
statements were exemplary of an ill–suited cursory attempting to downplay a developing scandal
prematurely. This tactic appeared egoistical and lacked moral responsibility. It also damaged
stakeholders' impressions of Siemens' integrity and in general damaged its reputation in the public eye.
Many viewed this defensive acknowledgement as incompetent. Then however Senior Executives made
public pledges to restore the firm's battered reputation just a month later.Siemens mandated the New
York law firm Debevoise and Plimpton LLP and several ... Show more content on Helpwriting.net ...
Therefore this honest diagnosis was met with internal resistance, and it was not until the following year
that the most serious revelations came to light. This resulted in the departures of the CEO and Chairman,
and the decision by the newly appointed CEO, Peter Löscher, to announce a month–long amnesty for
employees to come forward, explicitly excluding, extending the scandal's reach into the previous
management Board. What was especially remarkable was the fact that not individual but systemic
elements contributed to this scandal. These include: a too aggressive growth strategy that portrayed
bribes as a " tempting short–cut" to hitting though performance targets; minimal oversight from HQ due
to the fact that the de–centralised, matrix–like structure allowed divisions to effectively run themselves
above all, it is a well known fact that Siemens' corporate culture at the time which seemed openly
tolerant of such

A Strategic Analysis of Ge Healthcare
A strategic analysis of GE healthcare
GE Healthcare: Company Overview
GE Healthcare is a unit of the wider General Electric Company. It has a global orientation, employing
more than 46, 000 staff committed to serving healthcare professionals and patients in over 100 countries.
It is headquartered in the United Kingdom (UK)–the first GE business segment outside the United
States. It has a turnover of approximately $ 17 billion. The headquarters hosts GE healthcare corporate
offices as well as finance, sales, global sourcing departments, X–Ray marketing, manufacturing, design
and shipping. The finance and sales departments at the headquarters handle GE Healthcare's high level
decisions, but each modality often has its own similar ... Show more content on Helpwriting.net ...
I evaluate this argument by undertaking a SWOT (Strengths, Weaknesses, Opportunities, and Threats)
analysis of the company and integrating it to the Porters Five Forces Model.
Internal Analysis
GE healthcare is one of the best firms in leadership development. The firm's Human Resources
Department is keen in developing a strong workforce that responds to changing global needs. It employs
strategically employs and motivates the best qualified talents globally. It invests more than $100 million
annually on educational training and staff development. The GE Healthcare Institute provides advanced
training for GEHC employees and customers. It combines Technical training, Applications and
Leadership trainings. More than 70 laboratories with the latest equipment provide GE and customers
world class instruction in all areas of equipment maintenance and operation. The Training in Partnership
curriculum provides a full range of training programs. GE managers are considered one of the firm's
distinctive competencies and strengths. The challenge is maintaining employee motivation through
better remuneration in a time of global economic meltdown and declining profits for the firm.
GE Healthcare is capable of changing and constantly re–inventing itself to deal with changing business
needs. Setting new standards for management, organizational design, Research and Development has
been the pillar of the firm. This is evidenced by the establishment of the six distinctive business

Siemens : Meeting Global & Local Needs
SIEMENS: Meeting Global & Local Needs (3000w) intorduction: Siemens AG is the organisation that
operates globally in electronic and electrical goods in different markets around the world with the total
sales of approximately £ 53 billion. there are more than 445,000 workers, doing different jobs in all the
branches and head office of the company. Munich, Germany is the city where company 's head office
locate which the operate and control all over the branches and look after the employees and workers.
among one of the countries that Siemens operates in UK which has its own headquarter in city of
Bracknell and Berkshire that looks over and controls more than over 100 offices and factories. only in
UK the Siemens company had over 21000 ... Show more content on Helpwriting.net ...
by doing analysis the company can discover thier weakness and their strength also they will find out the
best way to operate in the environment.
According to CIPD. ' ' there is however, no singal HRM strategy that will deliver success in all situation.
organisations need to define a strategy that is unique to their own circumstances in term of context,
goals, and the demand of organisational stakeholders. ' ' ' 'Available to members only at CIPD website ' '.
why organisations need environmental analysis? if an organisation does not respond effectively to the
external forces acting on it. it will fail regardless of how well the internal affairs are managed. ' 'farnham
2009 p.158 ' ' there is two different environments in any organisation that they operates; called internal
and external environments. so now we are going to look into internal environment and external
environment. external environment ; the external environment is the forces that are not in control of the
organisation which has direct impact on the organisation and its operations, the organisation must meet
the requirements of the external environment in order to operate efficiently and also be productive and
increase its profitability. any organisation should have to do external

How Does Guerin Characterize Siemen
Elsa Jane Guerin's mother was an interesting person too. Her mother was in love with a man, but he left
her. She then got with another guy and had Elsa. She did not raise Elsa, instead Elsa was given to her
mothers brother. Elsa thinks that her mom is her "Aunt Anna". Her uncle raised her, and treated her like
as if she was his own. At the age of five Elsa was sent off to New Orleans to attend school.
At the school she communicated to her uncle through letters. According to Elsa "Upon reaching the age
of twelve, I was as much a woman in form, stature and appearance as most women at sixteen"(Guerin).
While in New Orleans she met a boy that she really liked. Elsa states that, "He won my heart"(Guerin).
She left school to be with him, since he couldn't visit her in school. Once she left school, she got married
to him. She found out, after they got ... Show more content on Helpwriting.net ...
The last thing on the letter is that Anna was actually Elsa's mom. Once again, more bad news. She finds
out that she is financially broke. So, with all this, she decides to disguise herself as a man, gold mine,
and hunt down her husbands killer.
She turned over her children to the Sisters of charity. Once she got there she mined for gold, ran a
saloon, ran a pack mule station, and bought a ranch near Shasta. She kept moving around once people
became suspicious. When she was in Denver she found Jamieson. Jamieson revealed her to authorities.
Eventually her secret came out, and she wrote a book. She named the book Mountain Charley, since that
is what people started to call her. In the book, it talks about all of her hardships and life problems. She
later on marries her bartender at the saloon she ran.
In conclusion it's obvious Elsa Jane Guerin was an interesting person. It is really crazy how she dropped
everything, dressed as a man, turned her children to an orphanage, went gold mining, tried to hunt her
husbands killer, and all at

The Ethical And Unethical Behavior
One of the greatest challenges of moral reasoning involves deciding where to draw the line between an
ethical and unethical behavior. Morals help us determine what actions are right and wrong. We must
consider all the good and bad consequences when deciding if an action is right or wrong. While some
actions are clearly right, others are clearly wrong; sometimes our judgment may become cloudy, causing
it to be difficult to make the right decision, and that's when there is a conflict of interest. Conflict of
interest always leads to bad outcome because your judgment is being influenced; it's an unethical
behavior. One moral dilemma we come across in today's society is bribery. Bribery is the practice of
extortion; bribery and extortion have many elements in common therefore it can easily be misunderstand
as the other. Bribery is the offering of anything of value, such as gifts or money, in exchange to do
something illegally; it is a way of getting preferential treatment and inherent favoritism. The world's
largest foreign bribery case was against Siemens AG. Extortion is blackmailing, a crime where one
person forces another person to do something against his own will; obtaining something by illegal
threats such as getting another's money or property through force.
Bribery is an unethical practice because it involves conflict of interest; it corrupts both the giver and
recipient because it involves a breach of trust. Bribery is a crime against trust. While bribery is viewed
as

Siemens Electric Motor Works
Ten years ago our electric motor business was in real trouble. Low labor rates allowed the Eastern Bloc
countries to sell standard motors at prices we were unable to match. We had become the high–cost
producer in the industry. Consequently, we decided to change our strategy and become a specialty motor
producer. Once we adopted our new strategy, we discovered that while our existing cost system was
adequate for costing standard motors, it was giving us inaccurate information when we used it to cost
specialty motors.
Mr. Karl–Heinz Lottes–Director of Business Operations, EMW
SIEMENS CORPORATION
Headquartered in Munich, Siemens AG, a producer of electrical and electronic products, was one of the
world's largest corporations. ... Show more content on Helpwriting.net ...
While a normal annual production volume for common components might be 100,000 units, a single
component could have up to 10,000 custom variations that might have to be produced one at a time.
To design a custom motor, modifications were made to a standard motor design. The process involved
determining where standard components would not be used. These standard components were replaced
by custom components that provided the functionality required by the customer. By 1987, the EMW
strategy seemed to be successful. Of a total of 65,625 orders accepted, 90 percent were for custom
motors. A total of 630,000 motors was produced (see Exhibit 1). Including all customized variations,
Siemens EMW produced about 10,000 unique products that collectively required 30,000 different
special components.
Exhibit 1
Distribution of Orders Accepted for Production in 1987
Number of Motors 3% 630,000 9% >99 motors 44% 352,800 14% 20–99 motors 31% 157,500 26% 5–
19 motors 13% 75,600 48% 2–4 motors 7% 31,500 1 motor 5% Number of Orders 65,625
CHANGE IN THE CALCULATION OF PRODUCT COSTS
Beginning in 1926, EMW had used a product costing system. This system assigned material and labor
costs directly to the products and divided overhead costs into three categories: material related,
production related, and support related. Material–related overhead

Bharti: Outsourcing Agreement With Ericson, Nokia Or Siemens
If you were Bharti, what major concerns would you have about entering an outsourcing agreement with
IBM? With Ericson, Nokia or Siemens?
Bharti Airtel started as a very small company with only $900 capital. Who would have imagined it
would have become India biggest Telecom Company. Today, Airtel is the largest provider of mobile
telephony and second largest provider of fixed telephony in India, and is also a provider of broadband
and subscription television services. It offers its telecom services under the "Airtel" brand, and is headed
by Sunil Bharti Mittal. It also acts as a carrier for national and international long distance
communication services.
Concerns with IBM, Nokia, Ericson and Siemens
When Bharti was going through ... Show more content on Helpwriting.net ...
The vendors are much bigger, and they are worldwide companies" (pp. 382). Along with that the
company board of directors though that by outsourcing it would put the company in a positions where
they are fully depend on the vendors. Excessive dependency would harm their company internally as
well as externally.
On the other hand, vendors had their concerns they thought "they were concerned with the risk and the
need to get "buy–in" from the top levels in their organization" (Applegate, Austin & Soule, 2009).
One of the major concerns what Bharti looking at was "if the vendors turned down this business now,
making it look as if they were unwilling to take risk in India, they might later be locked out of lucrative
deals not only with Bharti, but perhaps with other operators as well" (Applegate, Austin & Soule,
2009).
Looking at the future "Bharti Airtel Ltd, which is currently re–negotiating its 10–year information
technology (IT) outsourcing contract with International Business Machines Corp. ( IBM ), is set to hand
out more business to other technology services vendors led by Tech Mahindra Ltd and reduce IBM's
share of the contract in what will be the biggest overhaul of the landmark outsourcing deal.
The latest developments will also set the agenda in the way IBM's other large telecom contracts in India
with Vodafone India Ltd and Idea Cellular Ltd are negotiated when they come up for renewal in a few
years' time. IBM has a five–year contract

General Electric ( Ge ) Essay
General Electric (GE), established in 1892, is an American based, diverse conglomerate. General
Electric is common household name, as well as a renowned name in electric, oil, gas, power, renewable
energy, aviation, transportation, and healthcare. In 2015, the Fortune 500 Company had over $117
billion in revenue. The company continues to expand, and even surpasses the yearly goals it sets for its
self. As of 2015, GE has 10 research centers, employees over 3,000 engineers and PhD's between these
centers, and filed 3,100 new patents. In the healthcare arm, GE creates diagnostic imaging, clinical
systems, and information technology products, as well as participating in drug discovery and other
biopharmaceutical technologies. GE provides pivotal technology for healthcare and fuels the healthcare
revolution. These healthcare advancements are used to develop healthcare facilities in third–world
countries, as well as American healthcare (General Electric, 2016).
Level of Diversification GE is a very diverse conglomerate corporation. In fact, GE has 9 segments,
which are not all directly interrelated: GE lighting and appliances, aviation, capital, energy management,
healthcare, oil and gas, power, renewable energy, and transportation This has not proven to be a bad
thing for GE, as it is very profitable.
Evaluation
However, sharing core competencies can become problematic between unrelated diversifications, or
produce even more work. By transferring core competencies, a firm

Graduate School of Business Faculty of Business & Accountancy CMGB6104: Operation
Management Case Study: Lean Implementation at Siemens' Kalwa Plant Prepared For: Dr. Kanagi
Kanapathy Prepared by Group 5 (Wednesday 6.30 p.m. class): Jamaludin Muhamad Yusof CGA 120092
Sathisveran CGA 100081 Vinoden Subramaniam CGA 120012 Payam Nasehi CGA 120079 Salwa
Faharudin CGA 110110 Table of Contents Page
_____________________________________________________________________________________
1.0 EXECUTIVE SUMMARY & COMPANY BACKGROUND 3 2.0 QUESTION 1 8 3.0
QUESTION 2 11 3.0 QUESTION 3 13 5.0 QUESTION 4 15 6.0 QUESTION 5 17 7.0 REFERENCES
22 1.0 EXECUTIVE SUMMARY & COMPANY BACKGROUND ... Show more content on
Helpwriting.net ...
Every order needed two type of raw materials (equipments) :1–electrical , 2– mechanical ,the top staff
wrote the necessary equipments in a list that called (BOM) bill of materials list . The BOM sent by
enterprise resource planning software (ERP) to the material planning department, mechanical
equipments were existed inside of the company and electrical needed to order to the supplier. Then
procurement cycle started next equipments release to the shop according to the requirement. The exits
manufacturing system had many error, waste and inefficiencies in shop floor and logistic (they wasted
long time and valuable raw materials and sometimes the manufactured panels wasted because of weak
layout design) , on the other hand on 2006 customer demands increased around 75 percent and managers
need to enhance their manufacturing process efficiency to reduce their costs and respond sooner to the
customer demand .in October 2006 Siemens AG sent a letter regarding the implementation of lean
management in Kalwa company and mentioned they eagerness to improve Kalwa factory like the other
branches during the world . They expected this implementation will enhance company's capacity to
triple during five or six years. Lean management implementation steps: The lean management team
visited Siemens site in Turkey which managed in lean management methods then consultant added to the
team members , one of the most important duties for managers and team

Siemens Electric Motor Works
Background: The Electric Motor Works (EMW) was Siemen's primary producer of low wattage
alternating current (A/C) motors, which sales volume was contributed by 80% of standard motors and
20% of customized motors. Although the firm had started to alter their program and had expanded the
business in 1974, they still could not decline the price sufficiently to compete with the lower labour rate
in Eastern Bloc competitors. Instead of mass production, EMW changed their strategy to manufacture
efficiently various customized motors. As a result, they received 90% of orders were for custom motors
whereas standard motors still took around 50% of total annual output in 1987. The firm also identified
problems in traditional volume based costing ... Show more content on Helpwriting.net ...
Which also allowed the firm to recognise more profitable order. However, they ignored the opportunity
cost when they lost DM550 million in the orders which they abandoned. In addition, there were 90% of
orders from custom motor, about 50% of the total annual output were standard motors. As the
customized order would generate certain amount of cost in order and special components, the firm
should consider whether the profit from custom motors could cover the cost of it. In terms of profit, the
firm accepted DM450 million revenue, which should invest DM50 million in implementation of new
strategy and deducted by total cost. The remained amount was DM38.5 million income profit in 1987.
Using the revenue less variable cost (300.3 million) to know the contribution margin
($237.62/unit), and calculate break–even point ($111.2million/$237.62 per unit), it is apparent that the
firm actually sold 1.35% of the break–even point. Although the order processing, special components
and annual investment cost a great amount, the new strategy and costing system truly made the firm
profitable.
Traditional Costing Systems
A
B
$
C
Base Motor Cost
$
247.00
247.00
$

Special Components Cost
$
32.20
$
64.40
Support Related Overhead
$
97.72
$
108.99
$
420.39
$
D
E
247.00
$
247.00
$
247.00
$
96.60
$
161.00

$
322.00
$
120.26
$
142.80
$
199.15
463.86

Siemens Development Strategy
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 ... Show more
content on Helpwriting.net ...
The case also traces back their erroneous assumptions to a lack of communication between German
managers and Indian developers due to extended vacations with no alternative outlet for which to seek
necessary support.
Munich headquarters had been too removed from the realities and operations of the Bangalore office,
and failed to provide the adequate support needed to build NetManager. This translates to an issue of
global integration.
What should Siemens do next regarding the Net Manager project?
Having outlined a lack of support from Munich headquarters as a reason for NetManager's
shortcomings, Siemens should keep project development in Bangalore. Rather than shifting development
to Europe, which would result in tremendous transaction costs, Siemens should shift the necessary
resources for completion to Bangalore. First, they should send the necessary executive knowledge,
meaning German executives with the in–depth knowledge of EWSD systems. This would overcome
interdependency issues, and guarantee greater quality at each step of the development process. Next,
they should make the proper investments in infrastructure and systems hardware. The Bangalore RDC
should be as up to date as possible, so as to avoid the prior testbed problem, and so that their office may
be as equipped as possible to adapt to changing technological trends. In the short–term, this results in a
completed NetManager program that meets the needs and standards of their largest

Siemens : A New Trend For Those Successful High Tech...
Nowadays, a new trend for those successful high–tech companies is to utilize open innovation instead of
the traditional "vertically integrated" innovation methods(chesbrough;2006). For example, Procter &
Gamble, Qualcomm Inc. and IBM all introduced open innovation and have achieved remarkable
success. Consequently, Siemens also set up open innovation to advance themselves with the use of
internal ideas and external ideas in 2009. Siemens was set up by Werner von Siemens and Johann Georg
Halske in Berlin, Germany in 1874 and it started as a telegraph company. Until now, Siemens has
developed to a globally manufacturing and electronics company, which also decentralized its operating
structure into four main sectors: Energy, Healthcare, ... Show more content on Helpwriting.net ...
During innovation process, Dr. Thomas Lackner, the head of head of CT's Open Innovation & Scouting
in Siemens, recognized that "a more open collaboration" would be the right way for Siemens's future
strategy. In addition, Lackner noticed that Siemens's decentralized structure block the internal thinking
to some extent, and this structure would be the barrier and challenge to the development in Siemens
(lakhani et al., 2015:3). To solve this problem, Lackner found out the open innovation can counter the
decentralized structure, since open innovation is a paradigm allows the firms to use both ideas internally
and externally to advance their own technology and through their business inside and outside the
companies (Chesbrough:2003,2006). In addition, Open innovation models allow the firms to combine
internal and external the concepts to leverage more ideas for value creating, as well as they are capable
to capture more values since the firms apply the key asset, resource or position in the business operating
on themselves and other companies. Besides, the using of external ideas and technology is able to reduce
the cost and time in the process of product improvement, (Chesbrough 2007; Dahlander and Gann,
2010) in addition, as Granstrand et al. (1997: 13; cited in Chesbrough, 2006: 25) interpreted: "Large
firms built up and maintained a broad technology base in order to explore and experiment with new
technologies for possible deployment in the future" and this

Siemens : A Leading Supplier Of Systems For Power...
Siemens is a German global conglomerate corporation, based in Munich, Germany. Europe's largest
technology conglomerate has been founded in 1847. It is specialized in electrical engineering and
electronics. (Siemens, 2015). Siemens is one of the largest pioneers in producing energy and resource–
reservations technologies. Siemens is a leading supplier of systems for power generation and
transmission as well as medical diagnosis. Siemens operates in around 190 countries and generally 285
production facilities. Siemens aims to become a leader in climate change reduction. Werner Von
Siemens, 1852 (former of the company) confirmed that their aim and objective must always be higher
than their strength can achieve, because only then will they be able to exert the latter to the fullest.
(Siemens, Annual report, 2011)
Everything in a system is connected, and that is perfectly applied to the system of Siemens. There are
many definitions of organizational culture and visions which are the unique combination of the values
that each organization believes in. (Kulkarni, 2011). "To be the pioneer of our time" this is Siemens '
vision that motivates them in everything they do. Being pioneers is their identity and the defining
characteristic of their corporation 's culture. This vision is based on their values and innovation, which
provide the foundation for their success (Siemens, Annual report, 2011) . Together with these values,
their strategy and framework define their business goals

Siemens Company Value And Vision
Company Value and vision
Siemens, a German conglomerate company based on Berlin and Munich, it is the largest manufacturing
electronics company in the world, they have been established over 170 years. At Siemens, their goal is to
applied science and engineering into the common good of the society, use the sustainable technique to
improve the life condition and gain the best value to the society.
However, Sustainability is a key enabler of Vision 2020 of Siemens( Siemens AG, 2016)
'Ingenuity of life' – Global Contributions and Influence
Siemens has got the excellent ratings by their contribution to sustainable development strategy which
are;
Being one of the company in the DJSI World Index for 17 consecutive years.
One of the most sustainable companies in their industry in the RebecoSAM rates.
Siemens has been rating among the best by CDP evaluation.
Siemens has promised that wherever they operate their business they will support the sustainable
development by providing technologies that improve quality of life. That is the way Siemens reach their
vision to create ... Show more content on Helpwriting.net ...
They have the strong commitment to consider and perform in the interest of the future generations,
maintain the equality between people, enviroemtonal, technological, and Profitable . Siemens has
evaluated the issue relative to those of the emerging countries and established the way of the
contribution to the society. Siemens has already completed the studies of Germany, the United Kingdom,
Turkey and South Africa since 2015. According to the Sustainability report 2016, 'B2S' project has
already contributed the economic growth, creating more than 4.3 million of the job opportunities,
operate 250 billion in GDP innovation, equaling more than ten times of their own

Siemens' Place in World Business
Siemens Place in World Business: Siemens is a multinational corporation that currently operates four
major revenue generating sectors. These sectors include energy, healthcare, industry and its latest
addition, infrastructure and cities. Siemens' energy sector leads the world in terms of products, services
and solutions geared towards power generation. Its portfolio comprises highly efficient technologies for
power transmission, thermal power plants, renewables, and for the extraction, processing and transport
of oil and gas. Siemens healthcare sector ranks as one of the world's largest and leading providers in
healthcare IT, imaging systems, laboratory diagnostics, and hearing instruments. Under its industry
sector, Siemens is one of the world's leading suppliers of eco–friendly and innovative products and
solutions for industrial customers. Of the four sectors, infrastructure and cities is the most recent
Siemens' venture. Launched in October 2011 it offers sustainable technologies for metropolitan centers
and urban infrastructures through building and security systems, integrated mobility solutions, smart grid
applications, power distribution equipment, and low– and medium–voltage products. To date Siemens
greatest competitor in the energy, healthcare and industry sectors has been General Electric (GE), long
the world's dominant industrial company. Siemens Costs for Poor Ethics: Siemens was embroiled in a
mammoth bribery scandal between the years 2006 and 2008 that

The Bribery Scandal at Siemens Ag
Case One: The Bribery Scandal at Siemens AG Organization and Industry Overview: The case, "The
Bribery Scandal at Siemens AG," underscores how employee involvement with unethical behavior can
cause irrevocable damage to a company's reputation and ultimately their profitability and success.
Werner von Siemens and Johann Georg Halske founded Siemens AG in 1847 in Munich, Germany as a
manufacturer of telegraphic systems. Over the next 150+ years, the company grew rapidly expanding
operations in information and communication, automation and control, power, transportation, medical,
and lighting while expanding their global network in over 190 countries. When Siemens made their
listing on the New York Stock Exchange in 2001, they were ... Show more content on Helpwriting.net ...
Interpreting laws within the context of "cultural sensitivity" is a major challenge and some may view as
ambiguous. Also, the development of a new department may be too costly. The final alternative proposes
a sound infrastructure for accountability systems and the day–to–day operations. No doubt, a systematic
monitoring of performance is necessary and clear communication across all company levels is required.
This alternative leaves little to the imagination and provides a level of transparency that was previously
absent. Conversely, some would argue that this alternative is costly and too "data driven" to leverage the
expertise of employees. Without question, the interrelatedness of three alternatives is apparent and the
common denominator is the hands–on approach of an ethical leader to affect real change.
Recommendations: To make a turnaround, Siemans requires an executive makeover (Alternative 1) and
corporate remodel (Alternative 3). Without question, the new company leader must be trustworthy and
fair as he or she will be the yard stick by which all others are measured. Consequently, measurement of
performance through a new accountability system will be the key for tracking progress. If such
leadership and accountability had been in place, these problems could have been easily avoided.
Implementation Plan: First and foremost, it is the responsibility of the external stakeholders to find the
right

Contemporary Issues In Siemens
Introduction
This essay would like to examine three contemporary issues, corporate corruption, sustainable global
supply chains and cultural challenges during post–acquisition integration in Mergers &Acquisitions.
Also, it will describe how the three issues influence Siemens respectively and responsive actions from
Siemens. Siemens, is a multinational corporation in Germany, is a global technology powerhouse which
plays a pioneering role in the field of motor and electronics, and is active in energy, health–care, industry
and infrastructure and urban business. Meanwhile, it will give the views of public or stakeholders about
Siemens specific actions for issues. Finally, some recommendations will be given about how Siemens
should do for handling the three issues respectively in the future. So this essay aims to utilize three real
and typical events from Siemens to explain deeply and critically three contemporary issues.
1. Corporate corruption
Definitions in the literature
Corruption is recognized as a contemporary problem in the international community currently.
Corruption can take kinds of types that can include graft, bribery, embezzlement and extortion. For its
influence, the United Nations international crime prevention center claimed that corruption has the
threaten ability and negative impact on social, political and economic development and the value of
morality, social stability and security of the world(Das, 2016). Corporate corruption is defined as any

Siemens Bribery and Corruption Ethical Violation Case
Many ethical issues have been surfacing in the last decade due to the hand in hand prosper of
international business globalization. The ethical concerns include corruption, bribery, human rights
issues among many others. Business ethics is a form of professional ethics or applied ethics that
examines moral or ethical problems that arise in a business enviroment. It involves the application of
moral behavior to business situations (Adeyeye, 2012 p 22). Bribery is the offering, receiving, soliciting,
and giving of something of value in order to influence an action of an official or company in offering of
legal or public duties. A bribe is a gift that is bestowed in order to influence the recipients conduct and
the extent of the influence ... Show more content on Helpwriting.net ...
The executives were involved in the company's decade long bribery scheme in Argentina. The officials
engaged in bribery in order to maintain their 1 billion euro contract that they had with the government to
produce national identity cards for the Argentine citizens (Posner, 2009 p 101–103). The corruption
scheme lasted from 1996 to early 2007. In the early 1990, the Argentine government developed a plan
that would see it give every Argentine citizen an electronic ID card. Siemens, in order to obtain the
contract that was 1.26 billion us dollars, bribed some Argentine officials with an estimated 70 million
U.S dollars. The government in 1998 finally signed the contract with Siemens (Posner, 2009 p 101–103).
However, a change in the countries administration structure later revealed the contract. After Fernando
de La Rua became the president of the country, the official that came with him in the office questioned
the contract on the basis that each Argentine electronic ID card reported by Siemens cost the double of
what the government had estimated (Posner, 2009 p 102). The government therefore suspended and
cancelled the contract. However, during the president's term in office, Siemens was informed by an
intermediary that 27 million US dollars bribery would see the contract resurrected. The company, in
order to revive the contract, paid additional bribes until 2004 in an attempt that failed to yield any results
since the

Siemens: A Case Study Using the Process Model Innovation
page of content:
introduction about siemens analysis of case study using the process model innovation:
1 – search;
2 – selection;
3 – implementation;
4 – capturing. analysis of the company using the resource–based view recommendation conclusion
reference appendix 1 (open innovation) appendix 2 (siemens resources) appendix 3 (siemens
capabilities)
Introduction. The main goal of this paper is to analyze the overall performance of Siemens corporation.
Firstly, it will provide the overview of Siemens as a company, providing information on its main sectors
of business. Then, in order to gain better understanding on innovation management and structure of
Siemens the process innovation model, which ... Show more content on Helpwriting.net ...
100 The second stage is selection. It is well known fact that innovation is risky. In order not to fail, firm
has to thoroughly assess the opportunities, so innovation will be held within the frame of company's
technological and marketing competences and will be coherent with overall business strategy (Tidd, J.,
Bessant, J., 2009). There are three components in this phase. The first component comes from previous
stage and implies the analysis of opportunities, both marketing and technological, procurable for the
firm. The second component includes the distinctive features company possesses, which are knowledge
base, employees, equipment and experience (Prahalad, C., Hamel, G., 1990). The third component is
suitability to the overall business strategy. This implies the fact that proposed innovation should be
beneficial for firm's performance, in other words, be in company's competence base, otherwise it could
lead to the failure (Cooper, R., 2000).
140
Lackner knew that Siemens own huge baggage of knowledge which was hidden in its employees' minds.
Additionally, diversified profile of the company gave it an access to the advanced technology, which was
important for the open innovation. He created an experimentation plan, which was not very welcomed as
Corporate Technology group thought that they were already doing everything he proposed. Moreover,
even more

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