This document provides a chronology of Siemens from its beginnings in 1847 to 2008. It discusses the company's initial expansion, growth through consolidation and partnerships from 1865-1890, and internationalization from 1890-1918. The document then outlines Siemens' return to the world market and unity after World War 1 from 1918-1933, its operations during the National Socialist period and World War 2 from 1933-1945, and its reconstruction and emergence as a global player from 1945-1966. Finally, it briefly discusses the company's expansion into new markets and business areas from 1966-1989 and its response to deregulation and globalization from 1989-2008.

1. INTRODUCTION
FARAH FADZLIA JALALUDIN MH101098
MATAHATI MAHBOL MH101097
NURUL HIDAYAH SALEH
MH101095

2. SIEMENS
CRONOLOGY
http://www.siemens.com/history/en/history/index.htm

3. Triumph of heavy
Growth through
Beginnings & initial current engineering
consolidation and
expansion and
partnerships
(1847 - 1865) internationalization
(1890 - 1918)
(1865 - 1890)

4. Return to the
The National Reconstruction
world market
Socialist and emergence
and unity within
economy and as a global
the “House of
the war years player
Siemens”
(1933 - 1945) (1945 - 1966)
(1918 - 1933)

5. Return to the
The National Reconstruction
world market
Socialist and emergence
and unity within
economy and as a global
the “House of
the war years player
Siemens”
(1933 - 1945) (1945 - 1966)
(1918 - 1933)

6. New markets Deregulation
and areas of and
business globalization
(1966 - 1989) (1989 - 2008)

7. 1970
Firms increased levels of
Knowledge management is Result: have poor data
computerized has made all
not a new idea history
kinds of data
Mid 1990s
Telecommunication industry was fairly straight forwards
1998
Restructuring. Merge into a new group called information and communication networks
(ICN)

8. End of decade
Telecommunication industry had shifted significantly
End 2001
Restructuring and layoff had hit evey group and division
Jan 2002
ShareNet placed into Competence & Knowledge Management

9. Industry changing quickly
and radically: new carriers
ICN knew it had reams of were cropping up across
experience to tap into: the globe, offering
New skills and a new mind-
there had to be a way to service, solutions and
set were required.
exploit the extensive products and market
expertise and experience volume was moving away
from incumbents to start –
ups
Serious attempts at
evaluating the worth of
KM efforts were rare, given
notoriously difficult to Competitions, deregulatio
attach a value to the n & a surge in data traffic
benefits delivered. KM was wrought global changes
a topic that tended to ebb across the industry.
and flow in popularity
along with the general
business cycle.

10. Division not adapt to the ShareNet
need to pay more to ensure the
Besides challenge in deciding a network’s cost were covered. This
price, the strategy entailed several would reduce the return from
risked. ShareNet, increasing the likelihood
that the remaining divisions would
also turn it down.
Limited resources at its
Some staff belief that SHareNEt
disposal, ShareNet had some hard
should continue to operate as a
decision to make about where to
corporate level service. They need to
focus in the coming year.
persuade the board that the project
Manith, Widuch & Doring packed
warranted continue funding at a time
away their notes, having devided up
when other corporate-level initiatives
the work to be completed in
were being cut
preparation for the board meeting.

11. SHARENET

12. Problem
Focus Living Bids
Core Idea Expand
the reach
Concept About Future
SHARENET

13. More about
management system
& processes than the
technical platform

14. • Poor reuse of customer solution Decided
across over sales region
• Best practices sharing in sales • KM focus on sales & marketing
was non-existance staff have designed well in KM
• What little sharing & solution system: spread its bid &
exchange has was not strengthen its proposal
institutalized
BTP

15. Knowledge Management
process
IT infrastructure
(Discover, capture, share
& apply)

16. • Both tacit &
experienced
Capturing
knowledge • Transferred
through social
interaction
• Knowledge Library
Solve TKM • Urgent request
tools • Forum sharing
knowledge

17. Cut cost
Fund The questions over its broader
ShareNet impelementation
Getting
people to
contribute
Getting
Employee still use the traditional
people to rely way compared the techologies
on
Incentives to Managers:
Users:
use Provided for local country
Collected points called ShareNet
Rewarded a overall participation in
Shares
Bonus-on-top knowledge sharing

18. Siemens Munich HQ focus on developing core platforms for
switching systems for telephony and data networks.
ShareNet team had structured much knowledge library’s
architecture to reflect sales and marketing process
Plans virtual workshop. Presentations were posts with links
to knowledge objects and discussion threads. Organized by
time sequence.
Nowadays, ShareNet has to achieve is getting the knowledge
that is concentrated in the lab in Munich to those who need
that knowledge.
Have question regarding security, confidentiality and little
incentive for them

19. Corporate climate had
worsened, with the Sign up for high-bandwidth
telecommunications sector access, encouraging firms to
particularly hard hit. quickly build out network
infrastructure, the market
collapsed, demand dried up
overnight,