Based on the information provided, Peter Löscher's project to lead the evolution of Siemens following the scandals can be considered a success. He was able to restructure the organization, improve culture and compliance, and get the business back to growth while positioning it for long term competitiveness and sustainability.
Peter Loscher takes over as CEO of Siemens in 2007 during a turbulent time with compliance issues. He implements structural changes including dismantling the complex hierarchy and centralized decision making structure. The changes establish three main sectors each led by a CEO, simplify financial reporting to four main categories, and develop a "right of way" model to better connect regional and global operations. However, tensions remain between regional and global priorities and disconnect with employees unaccustomed to an outsider as CEO. Suggested solutions include further streamlining bureaucracy, re-educating employees, and focusing products on sustainability megatrends.
This document discusses organizational structure and restructuring efforts at Siemens. It provides background on Siemens, including that it is a large German electronics company. It describes two CEOs' efforts to restructure Siemens - Klaus Kleinfeld aimed to make it less bureaucratic but faced resistance, while Peter Loscher's efforts generated less controversy despite also eliminating jobs. The document raises questions about the difficulties of restructuring, and whether financial performance necessarily improves as a result.
1. The document discusses resolving dilemmas in collective innovation through managing for solving the dilemmas. It presents research questions on understanding collective innovation managers.
2. Four case studies are described that help visualize the invisible role of collective innovation managers. The case findings support that collective innovation managers apply simultaneous solves in several management dimensions.
3. An example from a case study shows how collective innovation managers apply a simultaneous solve based on visualizing the unknown, such as exploring new ideas and involving new actors, using design theory concepts.
This document summarizes a presentation about Siemens' strategy for implementing open innovation. It discusses Siemens' profile and the research problem of implementing open innovation principles in a large organization. It then presents findings about Siemens' "open innovation diamond" framework, which includes four key dimensions - principles, capabilities, context, and technologies - that are important for bringing an open innovation strategy from the strategic vision level to organizational reality. The framework provides a holistic model for conceptualizing and balancing the key factors involved in implementing open innovation in a large company.
This document discusses common traps that companies fall into when trying to innovate, as well as remedies. It identifies four major waves of innovation focus since the late 1970s. Some common mistakes are having too narrow of a strategy scope, subjecting innovations to the same metrics as other projects, and having poor connections between mainstream and innovative business units. Remedies include broadening the innovation search, using flexible planning systems, and facilitating close connections between innovators and the mainstream business to avoid silos. Leadership, communication skills, and collaborative culture are also important for innovation success.
This document provides a human resource strategic plan for Siemens, a large multinational technology company. It begins with an introduction to Siemens' business sectors and operations around the world. It then performs a SWOT analysis of Siemens' organizational and HR strategies. Next, it proposes an HR strategy involving implementing a globally integrated HR information system. Finally, it provides recommendations for Siemens' HR plan, including using a cloud-based HRIS platform to align HR with business goals on a global scale.
Peter Loscher takes over as CEO of Siemens in 2007 during a turbulent time with compliance issues. He implements structural changes including dismantling the complex hierarchy and centralized decision making structure. The changes establish three main sectors each led by a CEO, simplify financial reporting to four main categories, and develop a "right of way" model to better connect regional and global operations. However, tensions remain between regional and global priorities and disconnect with employees unaccustomed to an outsider as CEO. Suggested solutions include further streamlining bureaucracy, re-educating employees, and focusing products on sustainability megatrends.
This document discusses organizational structure and restructuring efforts at Siemens. It provides background on Siemens, including that it is a large German electronics company. It describes two CEOs' efforts to restructure Siemens - Klaus Kleinfeld aimed to make it less bureaucratic but faced resistance, while Peter Loscher's efforts generated less controversy despite also eliminating jobs. The document raises questions about the difficulties of restructuring, and whether financial performance necessarily improves as a result.
1. The document discusses resolving dilemmas in collective innovation through managing for solving the dilemmas. It presents research questions on understanding collective innovation managers.
2. Four case studies are described that help visualize the invisible role of collective innovation managers. The case findings support that collective innovation managers apply simultaneous solves in several management dimensions.
3. An example from a case study shows how collective innovation managers apply a simultaneous solve based on visualizing the unknown, such as exploring new ideas and involving new actors, using design theory concepts.
This document summarizes a presentation about Siemens' strategy for implementing open innovation. It discusses Siemens' profile and the research problem of implementing open innovation principles in a large organization. It then presents findings about Siemens' "open innovation diamond" framework, which includes four key dimensions - principles, capabilities, context, and technologies - that are important for bringing an open innovation strategy from the strategic vision level to organizational reality. The framework provides a holistic model for conceptualizing and balancing the key factors involved in implementing open innovation in a large company.
This document discusses common traps that companies fall into when trying to innovate, as well as remedies. It identifies four major waves of innovation focus since the late 1970s. Some common mistakes are having too narrow of a strategy scope, subjecting innovations to the same metrics as other projects, and having poor connections between mainstream and innovative business units. Remedies include broadening the innovation search, using flexible planning systems, and facilitating close connections between innovators and the mainstream business to avoid silos. Leadership, communication skills, and collaborative culture are also important for innovation success.
This document provides a human resource strategic plan for Siemens, a large multinational technology company. It begins with an introduction to Siemens' business sectors and operations around the world. It then performs a SWOT analysis of Siemens' organizational and HR strategies. Next, it proposes an HR strategy involving implementing a globally integrated HR information system. Finally, it provides recommendations for Siemens' HR plan, including using a cloud-based HRIS platform to align HR with business goals on a global scale.
Beautiful beginning for open innovationAditya Pawar
This document provides an overview of Document Services Valley, an open innovation initiative located in Venlo, Netherlands. It was created in 2011 by Canon-Océ, Maastricht University, and Exser to facilitate innovation in document and information services. The summary is as follows:
1) Canon-Océ faces declining printing volumes and needs to innovate in services to remain competitive. Document Services Valley was created to spur such service innovation.
2) After 1.5 years of operation, the report evaluates the achievements and learnings of Document Services Valley to determine its future.
3) The report guides the reader through Document Services Valley's journey and research on how to create a sustainable environment for open
The Market for Open Innovation Platforms: Deciding If and Where to Invest - J...Jose Briones
Open innovation became a key success factor for many companies today. But which is the right method for open innovation? Which are the criteria to plan an open innovation project? Which intermediary or service provider has specific knowledge and expertise in, e.g., crowdsourcing, the lead user method, Netnography, idea contests, technology scouting, or broadcast search? This interactive debate will analyze different platforms that are meant to accelerate innovation. You will leave with a better understanding of the options that are out there and whether it makes sense for you to invest in a certain platform. In reaching their conclusion, innovation professionals must:
Weigh the pros and cons of turning to a technology provider to help solve your OI needs
Understand the landscape of open innovation intermediaries and platforms
Make the most of your investment in an OI platform
The Next Wave of Business Models in Emerging AsiaWei Li
Fierce local and international competition is forcing Asian companies to increasingly embrace business model innovation. With many interesting case studies, this research article from Innosight explains how the businesses in Asia is evolving and what are the implications for companies from developed countries.
7 Steps for Open Innovation by @Lindegaard: Grading Your Company’s Open Innov...Stefan Lindegaard
Here you can check out my PowerPoint deck for my new concept:
7 Steps for Open Innovation: Grading Your Company’s Open Innovation Capabilities
The premise is that if your company is not already fully engaged with open innovation efforts, it is way behind. This is evident by looking at the number of companies around the globe that today embrace the use of external partners and input into their innovation efforts.
But even though companies continuously launch new initiatives designed to help them leverage the power of outside knowledge and resources to drive innovation forward, there is a sense within these companies that they can do better and take this new innovation paradigm to an even higher level.
They are also eager to get external perspective to make sure they are maximizing results by using best practices in all aspects of their open innovation efforts.
To help companies with this evaluation, I have developed a seven-step assessment tool that helps them evaluate these key areas:
1. Common Language and Understanding, Motivation, Mandate and Strategic Purpose
2. Assets and Needs
3. Value Pools and Channels
4. Internal Readiness
5. External Readiness
6. New Skills and Mindset
7. Communications Strategy
This assessment tool will help companies identify where they may be falling short in any of these key areas as well as provide ideas and insights on how to make the necessary improvements that will give more power to their open innovation efforts.
This is still work in progress, but you can get an idea of what this is about by checking out my presentation here
It would be great to hear your early feedback on the content itself as well as your thoughts on what I should do with the concept itself. Maybe it would be more valuable for the open innovation community as some kind of an open source project? What do you think?
A Benchmark for Open Innovation: How Good is Your Company?Stefan Lindegaard
In this presentation, I share my benchmark views on how open innovation in general has been adapted over the years. The benchmark is based on my free e-book, 7 Steps for Open Innovation.
Sometimes it seems that nearly every large company on the planet is establishing some sort of innovation presence in Silicon Valley – be it a full-blown center, lab or a fledgling outpost. Tech and non-tech companies are here. They’re committing time, dollars and talent in the hope of leveraging
the concentrated startup and academic ecosystems to some varied definitions of success. They’re betting that being close to the epicenter of others’ ideas and success automatically conveys a benefit.
That’s dangerous and lazy thinking.
What’s the rush and what does an innovation presence really contribute to the business and the marketplace as a whole? Is all of the recent frenzied activity the result of some kind of corporate FOMO (“fear of missing out”) around the next big thing? Or is there really something special and unpredictable that comes out of a well-curated and geographically well- situated set of relationships,talent and ideas?
It’s not easy to be ‘innovative,’ and we could quickly drift into the territory of clichéd term if we are not careful.
So what does innovation mean today? Can you create a culture and learn the skills that can serve as the spark and kindling for the pursuit of something that really matters? Or is it ever so easy to commit one of the transgressions of innovation and either think too far out into the future without any purpose, or merely get involved in projects of short-term incremental improvement?
What is the Benefit of an Open Innovation Process?Jose Briones
Open Innovation is now a very fashionable term and many companies are rushing to implement an open innovation process without fully understanding its value nor how it fits within their existing product development process. In this Chapter of the “Beyond Stage Gate” series we will discuss the different definitions of Open Innovation, where does it fit in the development cycle, software tools available and a case study. We will show how Smarty Ears, a developer of iPad apps for Speech Therapy and Communication, has used open innovation to greatly increase the number of ideas to market, as well as accelerate the product development cycle.
A preconference workshop proposed for the 2013 Academy of Management: Applying the lean startup model to social and sustainable ventures. Hands-on workshop and intensive discussion, Terrific crew of organizers and more.
The document discusses completing the innovation management puzzle by examining existing and new pieces of the puzzle. It outlines existing pieces like innovation portfolio management, innovation measurement and metrics, and high-level innovation strategies. It then presents some new pieces like orchestrated ideation, rigorous idea vetting and strategic grouping, iterative design, and using full innovation life cycle methods to improve success rates. The document suggests addressing misalignment as a key part of completing the innovation management puzzle.
This document discusses managing innovative organizations and knowledge management. It defines key concepts like management systems, organizations, and the 7 dimensions of knowledge management. It examines McKinsey's 7S framework and provides examples of senior management vision at Apple and barriers to innovation. Different aspects of knowledge management are explored, like organizational learning, structure, human resources policies, information systems, performance measurement, and internal/external networking. The presentation emphasizes that managing innovation requires an integrated approach across these different dimensions.
Open Innovation with an example from P&GFahad Abbasi
Open innovation involves sharing risks and rewards of the innovation process with external partners. This document discusses Procter & Gamble's adoption of open innovation. P&G found that in-house R&D success rates were low and external ideas were underutilized. They launched external connections programs to source ideas from entrepreneurs. P&G evaluates ideas for alignment with business goals and technical feasibility before collaborating on cocreation. Key factors in P&G's open innovation success include culture change to accept external ideas and leadership support for external connections programs.
The document discusses new approaches to organizational change called "Pragmatic Pathways." It proposes three pathways: 1) Metrics that Matter focuses on deploying disruptive tools to trigger adoption and performance improvement. 2) Scaling Edges transforms the core business by focusing on low-investment, high-growth opportunities using different practices. 3) Shaping Strategies restructures markets using platforms to bring together large ecosystems with incentives and a vision of the future. The pathways aim to circumvent resistance, leverage ecosystems, use disruptive tools, and have immediate impact, while achieving long-term transformation.
This document discusses Procter & Gamble's shift from an "invent-it-ourselves" closed innovation model to an open innovation "Connect & Develop" strategy in response to stagnating innovation success rates and declining market performance. The new strategy aims to acquire 50% of innovations from outside the company by transforming R&D processes to engage over 1 million external innovators through proprietary and open innovation networks. This represents a strategic shift beyond optimization to engaging the company's management in an open, crowdsourced model focused on customer needs to sustain growth in a changing innovation landscape.
TRANSFORMATION = PEOPLEMANAGEMENT (DMR BLUE - DETECON - BEST PRACTICE)Marc Wagner
The order of the day: anchoring transformation competence in corporate DNA as a fundamental prerequisite for the competitiveness and survival capability of companies and business models. This involves more than just the obvious tasks of implementing new structures and organizational forms; it demands a culture of willingness to change and “wanting to reinvent oneself constantly” – a culture of innovation, smart working and future HR.
Management of Technological Innovation 3rd Edition Ch10 Organizing for Innova...InnovationManagement
This is the textbook presentation slides made by students from the course Management of Technology taught in fall 2011 at the Department of Business Administration, National Taiwan University. The textbook used is Strategic Management of Technological Innovation 3rd Edition by Melissa A. Schilling, New York University.
This document discusses organizational structures and processes for innovation. It begins by explaining how creating value requires understanding how technologies and customer needs will evolve. Effective organizations change structures during periods of disruption. Centralized versus decentralized research and development is discussed, noting that the two issues of the role of central research and commercializing technology cannot be addressed in isolation. The document then examines examples of organizational structures such as matrix teams and centers of excellence, as well as processes like patching business portfolios and enabling cross-business synergies through coevolution. It concludes that relationship processes that encourage open and collaborative innovation between partners can generate multiple innovations through rotating leadership rather than consensus or domineering approaches.
This document provides an overview of innovation management concepts through a presentation. It begins with objectives to provide an understanding of innovation management concepts, processes, and tools. It then defines innovation and creativity, and discusses different types of innovation. The presentation covers innovation management processes and models, as well as how to create an innovative organization with the right leadership, vision, climate, and strategies. It provides examples of successful innovations and discusses how innovation can be managed through developing capabilities and exploiting external sources, while also noting its complex and uncertain nature.
SA Innovation Summit 2013: Open Innovation - New Opportunities, New ChallengesStefan Lindegaard
This document discusses open innovation and creating an innovation culture within organizations. It emphasizes that open innovation is key to becoming competitively unpredictable in today's business environment. The document provides examples of open innovation practices from various companies and discusses some of the challenges of changing an organization's culture to embrace open innovation and experimentation. It stresses that developing the right skills and mindsets among employees is important for fostering a strong innovation culture.
1. Siemens is an engineering company that employs over 427,000 people worldwide and provides opportunities for people to enter engineering careers at various levels.
2. The document discusses several theories of motivation, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Taylor's scientific management theory. It explains how these theories apply to motivating engineers within Siemens' creative environment.
3. Siemens motivates engineers by fulfilling both lower-level needs like pay and safety, as well as higher-level needs through opportunities for training, creative problem-solving, recognition, and career advancement. This contrasts with Taylor's theory of strict control and specialization.
Siemens is a global engineering company established in the UK in 1843 that focuses on innovation. It employs over 420,000 people worldwide and promotes an open culture with opportunities for all. Siemens believes that a motivated workforce can be more productive and loyal. It responds to different motivation factors by empowering employees, offering varied roles, and providing a culture of innovation. The company focuses on satisfying higher order needs through opportunities for growth, rewarding ideas, and ongoing training to enable people to work to their highest potential.
Beautiful beginning for open innovationAditya Pawar
This document provides an overview of Document Services Valley, an open innovation initiative located in Venlo, Netherlands. It was created in 2011 by Canon-Océ, Maastricht University, and Exser to facilitate innovation in document and information services. The summary is as follows:
1) Canon-Océ faces declining printing volumes and needs to innovate in services to remain competitive. Document Services Valley was created to spur such service innovation.
2) After 1.5 years of operation, the report evaluates the achievements and learnings of Document Services Valley to determine its future.
3) The report guides the reader through Document Services Valley's journey and research on how to create a sustainable environment for open
The Market for Open Innovation Platforms: Deciding If and Where to Invest - J...Jose Briones
Open innovation became a key success factor for many companies today. But which is the right method for open innovation? Which are the criteria to plan an open innovation project? Which intermediary or service provider has specific knowledge and expertise in, e.g., crowdsourcing, the lead user method, Netnography, idea contests, technology scouting, or broadcast search? This interactive debate will analyze different platforms that are meant to accelerate innovation. You will leave with a better understanding of the options that are out there and whether it makes sense for you to invest in a certain platform. In reaching their conclusion, innovation professionals must:
Weigh the pros and cons of turning to a technology provider to help solve your OI needs
Understand the landscape of open innovation intermediaries and platforms
Make the most of your investment in an OI platform
The Next Wave of Business Models in Emerging AsiaWei Li
Fierce local and international competition is forcing Asian companies to increasingly embrace business model innovation. With many interesting case studies, this research article from Innosight explains how the businesses in Asia is evolving and what are the implications for companies from developed countries.
7 Steps for Open Innovation by @Lindegaard: Grading Your Company’s Open Innov...Stefan Lindegaard
Here you can check out my PowerPoint deck for my new concept:
7 Steps for Open Innovation: Grading Your Company’s Open Innovation Capabilities
The premise is that if your company is not already fully engaged with open innovation efforts, it is way behind. This is evident by looking at the number of companies around the globe that today embrace the use of external partners and input into their innovation efforts.
But even though companies continuously launch new initiatives designed to help them leverage the power of outside knowledge and resources to drive innovation forward, there is a sense within these companies that they can do better and take this new innovation paradigm to an even higher level.
They are also eager to get external perspective to make sure they are maximizing results by using best practices in all aspects of their open innovation efforts.
To help companies with this evaluation, I have developed a seven-step assessment tool that helps them evaluate these key areas:
1. Common Language and Understanding, Motivation, Mandate and Strategic Purpose
2. Assets and Needs
3. Value Pools and Channels
4. Internal Readiness
5. External Readiness
6. New Skills and Mindset
7. Communications Strategy
This assessment tool will help companies identify where they may be falling short in any of these key areas as well as provide ideas and insights on how to make the necessary improvements that will give more power to their open innovation efforts.
This is still work in progress, but you can get an idea of what this is about by checking out my presentation here
It would be great to hear your early feedback on the content itself as well as your thoughts on what I should do with the concept itself. Maybe it would be more valuable for the open innovation community as some kind of an open source project? What do you think?
A Benchmark for Open Innovation: How Good is Your Company?Stefan Lindegaard
In this presentation, I share my benchmark views on how open innovation in general has been adapted over the years. The benchmark is based on my free e-book, 7 Steps for Open Innovation.
Sometimes it seems that nearly every large company on the planet is establishing some sort of innovation presence in Silicon Valley – be it a full-blown center, lab or a fledgling outpost. Tech and non-tech companies are here. They’re committing time, dollars and talent in the hope of leveraging
the concentrated startup and academic ecosystems to some varied definitions of success. They’re betting that being close to the epicenter of others’ ideas and success automatically conveys a benefit.
That’s dangerous and lazy thinking.
What’s the rush and what does an innovation presence really contribute to the business and the marketplace as a whole? Is all of the recent frenzied activity the result of some kind of corporate FOMO (“fear of missing out”) around the next big thing? Or is there really something special and unpredictable that comes out of a well-curated and geographically well- situated set of relationships,talent and ideas?
It’s not easy to be ‘innovative,’ and we could quickly drift into the territory of clichéd term if we are not careful.
So what does innovation mean today? Can you create a culture and learn the skills that can serve as the spark and kindling for the pursuit of something that really matters? Or is it ever so easy to commit one of the transgressions of innovation and either think too far out into the future without any purpose, or merely get involved in projects of short-term incremental improvement?
What is the Benefit of an Open Innovation Process?Jose Briones
Open Innovation is now a very fashionable term and many companies are rushing to implement an open innovation process without fully understanding its value nor how it fits within their existing product development process. In this Chapter of the “Beyond Stage Gate” series we will discuss the different definitions of Open Innovation, where does it fit in the development cycle, software tools available and a case study. We will show how Smarty Ears, a developer of iPad apps for Speech Therapy and Communication, has used open innovation to greatly increase the number of ideas to market, as well as accelerate the product development cycle.
A preconference workshop proposed for the 2013 Academy of Management: Applying the lean startup model to social and sustainable ventures. Hands-on workshop and intensive discussion, Terrific crew of organizers and more.
The document discusses completing the innovation management puzzle by examining existing and new pieces of the puzzle. It outlines existing pieces like innovation portfolio management, innovation measurement and metrics, and high-level innovation strategies. It then presents some new pieces like orchestrated ideation, rigorous idea vetting and strategic grouping, iterative design, and using full innovation life cycle methods to improve success rates. The document suggests addressing misalignment as a key part of completing the innovation management puzzle.
This document discusses managing innovative organizations and knowledge management. It defines key concepts like management systems, organizations, and the 7 dimensions of knowledge management. It examines McKinsey's 7S framework and provides examples of senior management vision at Apple and barriers to innovation. Different aspects of knowledge management are explored, like organizational learning, structure, human resources policies, information systems, performance measurement, and internal/external networking. The presentation emphasizes that managing innovation requires an integrated approach across these different dimensions.
Open Innovation with an example from P&GFahad Abbasi
Open innovation involves sharing risks and rewards of the innovation process with external partners. This document discusses Procter & Gamble's adoption of open innovation. P&G found that in-house R&D success rates were low and external ideas were underutilized. They launched external connections programs to source ideas from entrepreneurs. P&G evaluates ideas for alignment with business goals and technical feasibility before collaborating on cocreation. Key factors in P&G's open innovation success include culture change to accept external ideas and leadership support for external connections programs.
The document discusses new approaches to organizational change called "Pragmatic Pathways." It proposes three pathways: 1) Metrics that Matter focuses on deploying disruptive tools to trigger adoption and performance improvement. 2) Scaling Edges transforms the core business by focusing on low-investment, high-growth opportunities using different practices. 3) Shaping Strategies restructures markets using platforms to bring together large ecosystems with incentives and a vision of the future. The pathways aim to circumvent resistance, leverage ecosystems, use disruptive tools, and have immediate impact, while achieving long-term transformation.
This document discusses Procter & Gamble's shift from an "invent-it-ourselves" closed innovation model to an open innovation "Connect & Develop" strategy in response to stagnating innovation success rates and declining market performance. The new strategy aims to acquire 50% of innovations from outside the company by transforming R&D processes to engage over 1 million external innovators through proprietary and open innovation networks. This represents a strategic shift beyond optimization to engaging the company's management in an open, crowdsourced model focused on customer needs to sustain growth in a changing innovation landscape.
TRANSFORMATION = PEOPLEMANAGEMENT (DMR BLUE - DETECON - BEST PRACTICE)Marc Wagner
The order of the day: anchoring transformation competence in corporate DNA as a fundamental prerequisite for the competitiveness and survival capability of companies and business models. This involves more than just the obvious tasks of implementing new structures and organizational forms; it demands a culture of willingness to change and “wanting to reinvent oneself constantly” – a culture of innovation, smart working and future HR.
Management of Technological Innovation 3rd Edition Ch10 Organizing for Innova...InnovationManagement
This is the textbook presentation slides made by students from the course Management of Technology taught in fall 2011 at the Department of Business Administration, National Taiwan University. The textbook used is Strategic Management of Technological Innovation 3rd Edition by Melissa A. Schilling, New York University.
This document discusses organizational structures and processes for innovation. It begins by explaining how creating value requires understanding how technologies and customer needs will evolve. Effective organizations change structures during periods of disruption. Centralized versus decentralized research and development is discussed, noting that the two issues of the role of central research and commercializing technology cannot be addressed in isolation. The document then examines examples of organizational structures such as matrix teams and centers of excellence, as well as processes like patching business portfolios and enabling cross-business synergies through coevolution. It concludes that relationship processes that encourage open and collaborative innovation between partners can generate multiple innovations through rotating leadership rather than consensus or domineering approaches.
This document provides an overview of innovation management concepts through a presentation. It begins with objectives to provide an understanding of innovation management concepts, processes, and tools. It then defines innovation and creativity, and discusses different types of innovation. The presentation covers innovation management processes and models, as well as how to create an innovative organization with the right leadership, vision, climate, and strategies. It provides examples of successful innovations and discusses how innovation can be managed through developing capabilities and exploiting external sources, while also noting its complex and uncertain nature.
SA Innovation Summit 2013: Open Innovation - New Opportunities, New ChallengesStefan Lindegaard
This document discusses open innovation and creating an innovation culture within organizations. It emphasizes that open innovation is key to becoming competitively unpredictable in today's business environment. The document provides examples of open innovation practices from various companies and discusses some of the challenges of changing an organization's culture to embrace open innovation and experimentation. It stresses that developing the right skills and mindsets among employees is important for fostering a strong innovation culture.
1. Siemens is an engineering company that employs over 427,000 people worldwide and provides opportunities for people to enter engineering careers at various levels.
2. The document discusses several theories of motivation, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Taylor's scientific management theory. It explains how these theories apply to motivating engineers within Siemens' creative environment.
3. Siemens motivates engineers by fulfilling both lower-level needs like pay and safety, as well as higher-level needs through opportunities for training, creative problem-solving, recognition, and career advancement. This contrasts with Taylor's theory of strict control and specialization.
Siemens is a global engineering company established in the UK in 1843 that focuses on innovation. It employs over 420,000 people worldwide and promotes an open culture with opportunities for all. Siemens believes that a motivated workforce can be more productive and loyal. It responds to different motivation factors by empowering employees, offering varied roles, and providing a culture of innovation. The company focuses on satisfying higher order needs through opportunities for growth, rewarding ideas, and ongoing training to enable people to work to their highest potential.
This document summarizes the management system at Siemens Pakistan. It outlines Siemens Pakistan's vision to be a market leader in engineering and electronics using Siemens Group expertise. The mission focuses on quality, earnings, employee satisfaction, and supporting technology transfer. Core values include responsibility, excellence, passion for improvement, and innovation. The document then discusses the quality management system, corporate strategy, business conduct guidelines, human resource management practices, and emphasis on social responsibility projects.
The document provides a timeline of Siemens AG from 1847 to the present day broken into periods marked by major events and developments. It also includes sections on values, vision, strategy, management structure, worldwide presence, businesses, energy sector, and financial performance.
Siemens adopted an open innovation initiative to address problems stemming from its decentralized structure, including siloed information and a lack of cross-company communication. The initiative was intended to break down internal barriers and identify experts within the company, but later expanded to include collaborations with universities and other organizations. While open innovation provided benefits like new ideas, it also introduced risks around intellectual property exposure and disruption to company culture.
The document provides an analysis of Siemens' product portfolio using the BCG matrix and GE matrix models. It summarizes Siemens' history and branding strategy. For the BCG analysis, it evaluates each of Siemens' strategic business units (SBUs) in terms of market growth rate and market share. For the GE matrix, it assesses the SBUs based on market attractiveness and competitive strength by scoring them on various drivers. The resulting GE matrix shows most SBUs in the high market attractiveness/medium competitive strength quadrant.
This document discusses Siemens Electric Motors' change to a new costing system. Previously, Siemens focused on standard motors but shifted strategy to customized motors. The traditional costing system did not properly allocate overhead costs. The new system separates overhead into special components costs and order processing costs pools. The director notes the new strategy would have failed without the improved costing system, which more accurately represents costs for small production runs.
The document describes Kelly Onsite Services' (KOS) approach to providing onsite workforce solutions. KOS implements tailored processes for client sites, including recruitment, selection, onboarding, communication and administration. KOS aims to increase client fulfillment rates and flexibility while reducing turnover and absenteeism. Through dedicated onsite account teams, KOS expects to achieve annual savings of 34% for clients through measures like task transfers, improved fulfillment and reduced absenteeism.
The document presents a planogram analysis of the snack food aisles at Kroger and Walmart stores. It finds that the Walmart aisle has 1500 more feet of shelf space and more product facings than the Kroger aisle. It also finds that Walmart carries 28 more snack brands and that the highest average product prices at both stores were on the middle shelves. The document provides recommendations for Kroger to improve its snack aisle, including relocating it near complementary products, reorganizing it by category instead of brand, utilizing more end displays, expanding its natural/organic offerings, and aligning product placement with customers' eye levels.
BCG's years of experience distilled into the twelve necessary imperatives for success. For more information, please visit: https://www.bcgperspectives.com/postmerger_integration
This document discusses key aspects of qualitative case study research. It outlines that case studies allow for an in-depth exploration of a phenomenon within its real-life context. The document discusses different approaches to case studies by researchers like Yin, Stake and Creswell. It also addresses important considerations for case study research like purposefully defining the case, collecting multiple sources of data, ensuring validity and ethics, and producing engaging written reports for academic audiences.
Slide guide for consulting-style presentationsreallygoodppts
This document presents the guidelines used by top-tier consulting firms to craft effective presentations.
All the top-tier management consulting firms have templates and ‘style-guides’ to ensure consistent quality. Until now, these guides have been locked up inside corporate firewalls. For the first time, ReallyGoodPowerPoints has made these building blocks for consulting-style presentations available to the public
The case is about a sales vice president who must choose between two good sales reps, Lisa Bell and Steven Bellach, to promote to area sales manager. Lisa has been a top performer for 5 years, but lacks field experience. Steven excels at customer relationships but is only supportive and does not drive sales. The vice president must evaluate their strengths and weaknesses based on the company's need for growth, customer satisfaction, and building relationships.
The document discusses the case study method of teaching and provides examples. It outlines the advantages of using case studies, which include developing strong analytical, logical thinking, strategic planning and communication skills. The steps to analyze a case study are described, such as reading the case multiple times, identifying key facts, conducting various analyses, considering alternatives, and developing recommendations. An example software development case study is also provided to demonstrate the application of the case study method.
This document provides information about an upcoming PMO symposium to be held in Berlin, Germany from June 25-27, 2012. It includes details about keynote speakers, panel discussions, workshops, and networking opportunities focused on project, program and portfolio management offices. Some of the topics that will be discussed are PMO structures and roles, dashboarding and performance measurement, aligning projects with corporate strategy, and using PMOs to manage innovations. The event aims to provide international insights into leading successful PMOs and driving organizational change.
This document discusses multinational enterprises and provides examples of several multinationals. It defines a multinational enterprise as a company headquartered in one country that has operations in one or more other countries. The top 500 multinationals account for 80% of global foreign direct investment. Multinationals draw on common resources and strategically link together affiliates. Examples discussed include Cemex, Solectron, BMW, Levi Strauss, Canon, and CNN.
CASE STUDY 9New Concept Development at PhilipsPhilipsPhilips.docxwendolynhalbert
CASE STUDY 9
New Concept Development at Philips
Philips
Philips has a proud history of innovation and has been responsible for launching several ‘new to the world’ product categories, like X-ray tubes in its early days, the Compact Cassette in the 1960s followed by the Compact Disc in the 1980s, and more recently Ambilight TV. These successes are linked to Philips’ deep understanding of innovation, enabled notably by significant R&D investments and strong traditions in design.
Since 2003, Philips has been engaged in a market-driven change programme to rejuvenate its brand and approach to new product innovation with expertise on end-user insights. Six years later, the end-user insights approach has significantly influenced the way Philips innovates, in line with the new brand promise of ‘sense and simplicity’. Yet in 2000, new product innovation was still predominantly shaped by R&D, particularly in its lighting business. In that same year, Philips incurred a net loss of EUR 3206 million. Management was focused on dissolving the Components business, returning the Semiconductor business to profitability, simplifying the organisation and making cost savings.
Philips’ role in the global lighting industry had always been dominant. Philips Lighting was Philips’ ‘cash cow’; it operated in a mature, low-growth oligopoly market in which finding new approaches to realise bottom-line growth was the main challenge. End-user driven innovation was a new approach to innovation, perhaps truly a ‘radical’ one given the division’s history. How was this new approach piloted?
Exploratory Stages
Following Albert Einstein’s notion that ‘insanity is doing the same things over and over again and expecting different results’, senior management realised that something had to change. Consequently, in early 2001 the Chief Technology Officer of the Lamps business initiated a set of complementary activities of an exploratory nature in order to catalyse learning opportunities and help shape a platform for a future vision. These activities were:
· □ A vision team in the Central Lighting Development Lab. This involved four employees with an equal male and female representation, two of the people were new to the development lab, the other two were well established and anchored informal leaders. The team’s role was to bring outside inspiration into the development organisation via lectures, workshops, visits and books. These activitiesresulted in the start of two ‘out of the box’ innovation projects in 2002, one of which led to the invention of Ambilight TV.
· □ An exploratory automotive project for car headlights. This involved piloting a combination of the Dialog Decision Process (DDP)1 and a Philips Design innovation process based on socio-cultural insights.
· □ A Philips Lighting ‘New Business Creation’ (NBC) group. This involved a team of four senior managers and one lateral thinker, whose role was to challenge mainstream business assumptions by asking simple questions. E ...
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3. Siemens History
History
• Foundation of Siemens & Halske Telegraph
Company.
Löscher 1847
Project: Evolution
• Many successful Subsidiaries (e.g. Russia and
Implementation & England).
Deployment
1885 • Halske leaves.
Siemens Today
Future • First Transatlantic Cable.
• First dynamo generator.
Löscher
Leadership
1866
Conclusion
• Many Breakthroughs, 82,000 Employees.
• Expansion to Shanghai.
1924
4. Siemens History
History
• Several Breakthroughs, more advanced
Löscher technologies.
Project: Evolution
1930-70 • Business expansion and subsidiaries everywhere.
Implementation &
Deployment
• Foreign sales exceeds domestic sales.
Siemens Today
1976
Future
Löscher
Leadership
• Heinrich von Pierer as new CEO
Conclusion
• Major Restructure.
1992
5. Supervisory Board
Managing Board
Corporate Executive Committee
( CEC )
Automation & Information &
Power Transportation Medical Lighting
Control Communications
Divisions & Subdivisions
Regional companies, Representatives & Agencies
( Regional Units )
6. Main Items of Siemens Structure
History
Solution-Focused Technology Firm.
Löscher
Local Responsiveness.
Project: Evolution
Mr/Mrs. Siemens
Implementation &
Deployment Team Based Decision.
Siemens Today
decision based on mutual agreement and shared
responsibility between CEO & CFO (Four Eyes
Future
Principle).
Löscher
Leadership
Conclusion
7. Klaus Kleinfeld
History
Started on 2005.
Löscher
“We commit to do something, and we deliver.”
Project: Evolution
Target: improving profit margin by doubling ROI
Implementation &
Deployment ( S: 273% GE: 423% )
Siemens Today
Initiatives: Fit4More
Future
Divest unprofitable
Löscher
Leadership businesses e.g. mobiles
Conclusion Focus on megatrends
Siemens One Project
8. The Fall of Kleinfeld
History
Most hated corporate boss, despite aggressive
Löscher
internal earning targets
Project: Evolution
Siemens Bribe Scandal Nov. 2006
Implementation &
Deployment
- 1.6 billion $ fees and fines in EU & US
Siemens Today
- Kleinfeld didn’t make himself available for
Future
extension on April 2007
Löscher “In times like these, the company must needs
Leadership
clarity about its leadership”.
Conclusion
9. Background on Peter Löscher
History
Löscher
Peter Löscher President and Chief Executive Officer
of SiemensAG
Project: • born on 1957, Austria.
Evolution • married to a Spanish.
Implementation • Has 3 children born in the US and Spain.
& Deployment
Education
Siemens Today
Studied economics atVienna University of Economics and Business at the
Future Chinese University of Hong Kong
Löscher
Leadership Vienna University of Economics and Business, MBA
Conclusion
Harvard Business School,AMP
Michigan State University,Honorary Doctorate of Engineering
10. Professional History
History
1985 Kienbaum und Partner
Löscher Senior Management Consultant
1988 Hoechst Group (merged with Rhone Poulenc Rohrer)
Project: Various management positions in Spain, the U.S., Germany, the UK and
Evolution Japan
2000 Aventis Pharma Ltd., Japan
Implementation
& Deployment Chairman, President and CEO
2002 Amersham plc, UK (acquired by General Electric)
Siemens Today
President of Amersham Health and Member of the Board of Directors (UK)
Future Chief Operating Officer and Member of the Board of Directors (UK)
2004 General Electric Company (GE)
Löscher
Leadership President and CEO of GE Healthcare Bio-Sciences. GE Healthcare (UK)
Member of the Executive Board
Conclusion 2006 Merck & Co., Inc.
President of Global Human Health
July 2007 Siemens AG
President and Chief Executive Officer
11. Project: Siemens' Evolution
History
Löscher Definition of the Goals by Löscher:
Löscher knew, defined and prioritized his goals as CEOs:
Project:
Evolution
Highest Priority and Main goal was to tackle down the scandal.
Implementation “Making it really Clear that Siemens doesn't have a cultural issue”
& Deployment
“Needed someone from the outside and to really trust”
Siemens Today
Future
Deal with the Outsider normal reaction within the company.
“Siemens will continue with an Evolution not a Revolution”
Löscher
Leadership Understanding Siemens and the needs for a change.
Conclusion
Changing the attitude of the employees toward the company.
12. Project: Siemens' Evolution
History
Löscher Assessment and planning by Löscher:
Löscher spent his first 100 days in Siemens visiting the company’s locations
Project: around the world.
Evolution
• Understanding the culture in Siemens, the company’s structure and the major
Implementation
markets they operated in
& Deployment • Meeting customers
• Obtaining feedback and Input as a result
Siemens Today
He assessed the company’s major strength and leveraged on them.
Future
Löscher • A proud company
Leadership • Great engineering culture
• Great innovation culture
Conclusion • Right strategy
• Global presence
• Excellent Competitor in the market
• Pioneers in all the fields they operated in
13. Project: Siemens' Evolution
History
Löscher Assessment and planning by Löscher:
Project:
Evolution He also Evaluated the company’s weaknesses :
Implementation
A company in shock and a leadership crisis due to scandal
& Deployment
Highly segmented structure with over 12 operating groups
Siemens Today
Future
in 6 different business areas.
Löscher No coordination between operating groups (global business
Leadership
Conclusion
units) and regional units, and no clear guidelines for
decision making.
14. Project: Siemens' Evolution
History
Löscher Four eye principle (CEO +CFO reporting to same CEC
Project: member)
Evolution
Previous management style that created an aggressive
Implementation
& Deployment
target oriented culture but with minimal value for
Siemens Today employees. Which mainly led to Kleinfeld earning title of
Future “most hated corporate boss” by financial times
Löscher Deutschland.
Leadership
Conclusion Low morale and low control and aggressiveness to achieve
goals may have led to the bribery scandal.
15. Project: Siemens' Evolution
History
Löscher needed to act fast, to overcome the shock that overtook
Löscher
the company from the bribery scandal which was mainly the most
Project:
Evolution
prioritized of his goal.
Other Important Goals
Implementation
& Deployment Building up his a team he trusted that will be able to assist him
achieve his goals efficiently.
Siemens Today
Future
Creating a new managing board that understands the changes that
need to be done.
Löscher
Leadership
Enabling defined goals setting using the “True North” concept
Empowerment, Motivation and Confidence of Employees
Conclusion
Complete Company Structure change
16. Project: Siemens' Evolution
History
Löscher
Implementation and deployment by Löscher
Project:
Evolution Established an organization with a dedicated member of
the board for legal and compliance.
Implementation
& Deployment
Assigned Peter Solssmen who worked closely with him in
GE as general counsel to lead future compliance programs.
Siemens Today
Future The main objectives were transparency to reestablish trust
from the community and clear Siemens name.
Löscher
Leadership
An appraisal of all executive management personnel was
Conclusion
done and all but two Managing board members were
replaced.
19. Implementation and deployment by Löscher
History
Löscher A lot of the heads of operating group and divisions
Project:
Evolution were replaced
Implementation
& Deployment
CEOs for each sector were assigned.
He removed the four eye principle and introduced the
Siemens Today
Future
CEO principle
Löscher Changing the culture of the company, along with the
Leadership
Conclusion corporate structure
20. Implementation and deployment by Löscher
History
Löscher Introduced clusters, grouping 190 countries Siemens
Project:
Evolution operated in into 17 regional units.
Implementation
& Deployment
Simplified reporting
Introducing the right of way concept including the
Siemens Today
Future
global business and regional units, to enable easier
Löscher decision making.
Leadership
Conclusion Enabled the company to set clear goals and objectives
more efficiently.
21. Comparison between before and after Löscher
History
Löscher Before Loescher After Loescher
Project: Evolution Organization structure •Very complex •Simpler
•Lacks proper •Clear chain of
Implementation & delegation command
Deployment
•Clear delegation of
Siemens Today authority
Management style Aggressive target Goal driven
oriented management Future oriented
Future
more on the “X”
Löscher management style
Leadership Culture De motivated Siemens became a
Conclusion
employees driven only place where
by targets employees’ feedback is
appreciated
22. Comparison between before and after Löscher
History
Löscher Before Loescher After Loescher
Project: Evolution
Decision making Very complex “ the Simple and clear “The
process Four eye concept” CEO Concept”
Implementation & Planning Harsh financial targets Very future oriented
Deployment
were set as the main and based on feedback
Siemens Today priority. from the market,
employees and
customers
Future
Customer involvement Satisfactory Customer was
Löscher integrated into Siemens
Leadership priorities , whereby
Siemens became more
Conclusion
of a partner to their
customer rather than a
supplier or service
provider.
23. Siemens and the Future
History
Löscher Siemens' understanding of sustainability:
Project:
Evolution •Cornerstone of their value
•Focused Entrepreneurial Responsibility “Key Pillar of Strategy”
Implementation •Profitable Long Term
& Deployment
•Responsible value creation
Siemens Today
Future Siemens' sustainability Definition
Löscher
“For us, sustainability means acting responsibly on behalf of future
Leadership generations to achieve economic, environmental and social
progress”
Conclusion
24. Siemens and the Future
History
Löscher Siemens's sustainability Program
Project:
Evolution Driving the Siemens Environmental Portfolio to minimize their
Implementation
carbon footprint (analyzing energy efficiency)
& Deployment
Siemens Today
Future
The Sustainability Advisory Board
Löscher
Leadership Leading international representatives from the political, scientific
and business areas.
Conclusion
26. Siemens and the Future
History
Löscher Key Goals Current 2010 Targeted
Fiscal year
Project:
Evolution Help customers reduce 270 million tons 300 million tons
their CO2 emissions Annually By 2011
Implementation
& Deployment
Siemens Today Grow Environmental € 28 billion € 40 billion
Portfolio revenue By 2014
Future
Improve CO2 efficiency 17% 20 %
(Increased from 9%) By 2011
Löscher
Leadership
Increase water 29% 20%
Conclusion
consumption efficiency (Compared to 2009) By 2011
27. Löscher´s Leadership
History
A little story he says
Löscher Löscher leadership career started with a golden piece of advice he uses
ever since: ".... have fun, enjoy the things you do, and make sure that
Project: people are working with is equally enjoyable and things will happen
Evolution automatically ..."
Implementation
& Deployment Another anecdote he remembers and Shares:
Löscher remembers the one line of advised he requested from Jack
Siemens Today
Welsch “Give It All”.
Future
Löscher
He advises to new Talented and Potential Leaders:
Leadership Recognize how privileged a leader is, no matter whether/how young or
old he/she is.
“Live your dreams and make them real. However impact positively on
Conclusion others life”
28. Löscher´s Leadership
History Therefore we define Löschers leadership as:
Löscher
Cross-Cultural understanding
Project:
Quick Decision Making
Evolution
Strategy
Implementation Face to Face Contact
& Deployment
Customer Management
Siemens Today Capacity to restructure
Simplifying Reporting
Future
Empowerment of Regional Leadership
Löscher Motivator
Leadership
Mentor
Excellent Political Skills
Conclusion
Excellent Social + Soft skills
Performance and Responsibility Driver
Visionary “Crisis => opportunity for huge changes”
29. Was Löscher Successful !
History
Gross Profit
Löscher 22.000
21.500 21.647
Project: Traditional View:
Evolution Löscher did his homework,
21.000 21.043
he increased Business results.
Implementation 20.710
20.500
& Deployment
20.000
Siemens Today
Income from 2008 2009 2010
Future Operations Earnings per share
8000 5
Löscher 4,54
Leadership 6000 5811 4
4000 3891 3
2874 2,6
Conclusion 2000 2 1,91
0 1
2008 2009 2010 0
2008 2009 2010
30. Project Success Evaluation
History • The project was finalized in an appropriate time
Project efficiency frame, based on the urgency of the situation
Löscher without damaging financial performance.
Project:
Evolution
• Customer became more integrated into Siemens
Impact on customer .
Implementation
& Deployment
Siemens Today • A better working environment was created.
Impact on team • Leadership skills
Future • The culture change definitely benefited employees
Löscher
Leadership
• Siemens remains to be a very profitable business
Business results and a viable player in the market
Conclusion
• Future competitiveness in the market with plans
Preparation for the future that cover 10-20 years ahead