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Case Study: Knowledge Sourcing in Daimler-Benz

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Case study on how Diamler-Benz was sourcing the knowledge as in 1997. the way they manage global R&T is also described in details. especially how they are addressing the well-known issues in international R&D activities such as cultural differences, coordination issues, communication problems and many others difficulties.

BusinessTechnology
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Somchai Ruangpermpool Tresor Ngassa
Outlines ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Tresor Ngassa
Daimler-Benz History ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa Formally merged on June 28, 1926 becoming Daimler-Benz and agreed that, all the factories would use the brand name of Mercedes-Benz on their automobile.
[object Object],[object Object],Daimler-Benz History (cont.) Tresor Ngassa
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],DaimlerChrysler 2006 Figures Tresor Ngassa
Daimler-Benz Corp. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
R&T adjustment 1980s-1990s Tresor Ngassa Time Business Situation/Strategy R&T Adjustment 1980s – Early 1990s ,[object Object],[object Object],[object Object],[object Object],[object Object],Middle 1990s ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Tresor Ngassa
R&D in Daimler-Benz Organization Chart Tresor Ngassa
R & D in Daimler-Benz ,[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
R&T department Overview ,[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
R&T Department The Organizational structure Tresor Ngassa
R&T Projects Types and Financing sources Tresor Ngassa Corporate Projects Business Units Projects
R&T Activities Projects types ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
R&T management : How to make it works ? ,[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
R&T management : How to make it works ? ,[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa Project Management Corporate Culture Supporting Technology
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],R&T management : How to make it works ? Tresor Ngassa
First core process The main goal ,[object Object],[object Object],[object Object],Tresor Ngassa
Three Vectors model Tresor Ngassa
Problems and Solutions in R & T ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Problems and Solutions in R & T (cont.) ,[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Problems and Solutions in R& T (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
R&T Functional Organization Tresor Ngassa
R&T Department Classification of Projects Tresor Ngassa Project type Project volume Number of projects Approved by Reviewed by A projects > DM 16 millions ~30 CTO, KAMs, other R&T directors CTO, KAMs, other R&T directors B projects DM 5-16 millions ~ 100 KAM KAM C projects <DM 5 millions ~ 240 KAM Lab Director
International research expansion ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
 
Tresor Ngassa
Global R&T Management Major Issues ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
R & T Organization Special features ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Technology Monitoring ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Technology Monitoring Six Step Process Tresor Ngassa
Technology Monitoring Six Step Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Technology Monitoring Six Step Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Technology Monitoring Six Step Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Technology Monitoring Six Step Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Technology Monitoring Six Step Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Technology Monitoring Six Step Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Research Project Coaching ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Circle Member Group ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Circle Member Group Tresor Ngassa
Exchange Group R&T Tresor Ngassa
Exchange Group R&T Benefits and Financing ,[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Research Audits ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Research Audit The process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Tresor Ngassa
Tresor Ngassa International R&T Sites Location ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Activity of International Research Site ,[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
International Research Sites Representing & Monitoring Original Research Hot Spot Market Proximity Tresor Ngassa
Natural Evolution of International R&D Sites Tresor Ngassa
Listening Posts ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Tokyo Listening Post (1990) ,[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Tokyo Listening Post General Information ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Tokyo Listening Post Basic Monitoring Keeping Track of daily life in Japan Outcome : A Newsletter Tresor Ngassa Sources Entities monitored Newspapers Automobile manufacturers Press conferences Automobile suppliers Annual reports Industry associations Research reports Research institutions Conferences Governmental agencies
Tokyo listening Post The Newsletter The process of the newsletter Tresor Ngassa
Tokyo Listening Post Additional Projects ,[object Object],[object Object],Tresor Ngassa
[object Object],[object Object],[object Object],[object Object],Tokyo Listening Post Cultural/Country specificities Tresor Ngassa
Boston Listening Post ,[object Object],[object Object],[object Object],Tresor Ngassa
Moscow Listening Post ,[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Moscow Listening Post The results ,[object Object],[object Object],[object Object],Tresor Ngassa
Moscow Listening Post Cultural/Country specificities ,[object Object],[object Object],[object Object],Tresor Ngassa
Establishing Listening Posts Lessons Learned ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Listening Posts Reviewing the efforts ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Research Centers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Research for local development support ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Research for technology sourcing Daimler-Benz R&T center in Palo Alto ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Research for technology sourcing Daimler-Benz R&T center in Palo Alto ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Research for technology sourcing Daimler-Benz R&T center India ,[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Daimler-Benz R&T center India How It Works? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
[object Object],Tresor Ngassa
International R&T Five Ideal Structures Tresor Ngassa Configuration Organizational Structure Behavior structure Ethnocentric centralized R&D Centralized R&D National inward orientation Geocentric centralized R&D Centralized R&D International external orientation Polycentric decentralized R&D Highly dispersed R&D, Weak center Competition among independent R&D units R&D hub model Dispersed R&D, Strong center Supportive role of foreign R&D units Integrated R&D network Highly dispersed R&D, Several competence center Synergetic integration of international R&D units
International R&T Five Ideal Structures Tresor Ngassa Daimler-Benz configuration
competition cooperation high low Dispersion of internal competencies and knowledge bases Polycentric decentralized R&D Integrated R&D Network Ethnocentric Centralized R&D Geocentric Centralized R&D International R&T Structures Classification Tresor Ngassa
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],R&D hub model Tresor Ngassa
What we have learned Organizational Structure ,[object Object],[object Object],[object Object],Tresor Ngassa
What we have learned Project process and Management ,[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
What we have learned Knowledge acquisition and sharing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
What we have learned Reviewing and Auditing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Tresor Ngassa
Conclusion ,[object Object],[object Object],Tresor Ngassa
Conclusion Merge with Chrysler ,[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
Lessons Learned Applicable for other countries? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa
[object Object],Tresor Ngassa

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Case Study: Knowledge Sourcing in Daimler-Benz

  • 2.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 10. R&D in Daimler-Benz Organization Chart Tresor Ngassa
  • 11.
  • 12.
  • 13. R&T Department The Organizational structure Tresor Ngassa
  • 14. R&T Projects Types and Financing sources Tresor Ngassa Corporate Projects Business Units Projects
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20. Three Vectors model Tresor Ngassa
  • 21.
  • 22.
  • 23.
  • 25. R&T Department Classification of Projects Tresor Ngassa Project type Project volume Number of projects Approved by Reviewed by A projects > DM 16 millions ~30 CTO, KAMs, other R&T directors CTO, KAMs, other R&T directors B projects DM 5-16 millions ~ 100 KAM KAM C projects <DM 5 millions ~ 240 KAM Lab Director
  • 26.
  • 27.  
  • 29.
  • 30.
  • 31.
  • 32. Technology Monitoring Six Step Process Tresor Ngassa
  • 33.
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  • 38.
  • 39.
  • 40.
  • 41. Circle Member Group Tresor Ngassa
  • 42. Exchange Group R&T Tresor Ngassa
  • 43.
  • 44.
  • 45.
  • 47.
  • 48.
  • 49. International Research Sites Representing & Monitoring Original Research Hot Spot Market Proximity Tresor Ngassa
  • 50. Natural Evolution of International R&D Sites Tresor Ngassa
  • 51.
  • 52.
  • 53.
  • 54. Tokyo Listening Post Basic Monitoring Keeping Track of daily life in Japan Outcome : A Newsletter Tresor Ngassa Sources Entities monitored Newspapers Automobile manufacturers Press conferences Automobile suppliers Annual reports Industry associations Research reports Research institutions Conferences Governmental agencies
  • 55. Tokyo listening Post The Newsletter The process of the newsletter Tresor Ngassa
  • 56.
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  • 69.
  • 70.
  • 71. International R&T Five Ideal Structures Tresor Ngassa Configuration Organizational Structure Behavior structure Ethnocentric centralized R&D Centralized R&D National inward orientation Geocentric centralized R&D Centralized R&D International external orientation Polycentric decentralized R&D Highly dispersed R&D, Weak center Competition among independent R&D units R&D hub model Dispersed R&D, Strong center Supportive role of foreign R&D units Integrated R&D network Highly dispersed R&D, Several competence center Synergetic integration of international R&D units
  • 72. International R&T Five Ideal Structures Tresor Ngassa Daimler-Benz configuration
  • 73. competition cooperation high low Dispersion of internal competencies and knowledge bases Polycentric decentralized R&D Integrated R&D Network Ethnocentric Centralized R&D Geocentric Centralized R&D International R&T Structures Classification Tresor Ngassa
  • 74.
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  • 83.