The document summarizes the knowledge management strategies of DaimlerChrysler following the merger between Daimler-Benz and Chrysler. It discusses how Chrysler mapped knowledge into buckets and created technical clubs and an engineering book of knowledge. It also discusses how Daimler-Benz traditionally transferred knowledge through vocational training but lacked framework for innovation. The merger aimed to address overcapacity, changing markets, and rising costs. Knowledge collaboration between engineers from both companies helped integrate their work. A knowledge strategy was created to exchange knowledge nuggets between engineers. Post-merger integration and handling knowledge from two different environments are also discussed.

1. DaimlerChrysler Case Study Akhmad Riza Faizal Fathmath Shiham Federica Marangio Karl Stefan Eggarter Shirin Zwarthoed

2. Chrysler Effective KM Chrysler embarked on a three-step solution: Mapping out the place of the knowledge and put it in ”buckets” which are ‘Technical Reports’ and ‘Chrysler Institute of Engineering’; Creation of ”Tech Clubs”; Creation of ”Engineering Book of Knowledge”.

3. Daimler-Benz Traditional Knowledge Transfer Structure Germany's tradition of vocational training for skilled workers provide structure for tacit knowledge exchange, but it did not provide framework for creative innovation. Daimler’s Corporate University (DCU).

4. The Merger Strategy Aims New strategy aims to contain three central threats: Global Overcapacity; Changing of Industrial Markets; Rising costs.

5. The Knowledge Merger Knowledge Collaboration between engineers from both companies. For instance, Chrysler 3D modeling with Daimler Crash Simulation. Post Merger Integration (PMI)  mapping the issues. (See the structure...)

6. The Need for Knowledge Strategy Creation of ’Wel-Kom’ ‘ Nuggets (bits of knowledge)’ exchange between engineers “ You have to adjust the Knowledge Management program to meet the needs of the weakest part of the organization,"

7. Conclusions Chrysler + Daimler-Benz Concept of merging between two knowledge environment How knowledge management is handled Post-Merger Integration (PMI)

8. Current Situation Diversity and Inclusion “Global Diversity and Inclusion Management” has become a major factor. Knowledge of the diverse cultures a necessary input for further competitive advantage in gaining new consumers and building the image of Daimler as a “kind” employer. This diversity providing new knowledge to the company will help in making the best possible decision for the business

9. Questions??