Download - Siemens ShareNet Building a Knowledge Network M9901007 黃盈笛 M9901010 莊芳欣 M9901016 李姿儀 M9901017 黃盈婕
Siemens ShareNetBuilding a Knowledge Network
M9901007 黃盈笛 M9901010 莊芳欣M9901016 李姿儀 M9901017 黃盈婕
台灣科技大學 工管所 知識管理 第三組
1847• Founded in Berlin• Precision-engineering • Electrical telegraph systems • Warning bells • Wire insulation• Spreading in Russian and English.
1866• Dynamoelectric principle• Electrical railway• Installation of streetlights
1880• The first electrical elevator
Siemens AG: A Short History (1/2)
台灣科技大學 工管所 知識管理 第三組
1881• The first electrical streetcar• Cables• Telephones• Electrical power• Electrical lighting
1920• Medical engineering• Diagnostic and equipment
1998• Employed over 416,000 people in
190 countries• 60.1 billion euro• Electrical and medical engineering• Mobile phones, network, and
business services• Decentralized corporate structure
Siemens AG: A Short History (2/2)
台灣科技大學 工管所 知識管理 第三組
ShareNet: More than a tool, it’s an experience.
Networks originally designed for voice and data.
Provide telecommunications equipment for global.
Manager : Quality and reliability far outweighed speed and responsiveness.
Siemens change from a “simple” product provider to a complex customer-oriented.
Siemens ShareNet: Early Beginnings (1/2)
台灣科技大學 工管所 知識管理 第三組
1988-Information and Communication Networks (ICN)
ICNWireline Network Group
Communication on Air
IP / Data Netw
ork Tran
spor
t Net
work
Manufacturing & Logistics
Service & Carrier Network
Siemens ShareNet: Early Beginnings (2/2)
台灣科技大學 工管所 知識管理 第三組
Siemens ICN
Country 190 84
Employed 416,000 65,000
Revenue (euro) 60.1 billion 12 billion
Siemens and ICN Group
台灣科技大學 工管所 知識管理 第三組
Start-ups needed Siemens’s technology—the “boxes” [products]
They also needed consultancy about how to use these products.
The Core Idea: A Global Knowledge Network (1/6)
台灣科技大學 工管所 知識管理 第三組
Poor reuse of customer solutions.
Best-practice sharing in sales was nonexistent.
ICN had relied on centralized flows of information.
The Core Idea: A Global Knowledge Network (2/6)
台灣科技大學 工管所 知識管理 第三組
We needed to build a global community of knowledge and best-practice sharing.
1970s – Computerization
Employee or customer information
Supplier and partner payment processes
Records of transactions
Not enough storage space
The Core Idea: A Global Knowledge Network (3/6)
sales
marketing
台灣科技大學 工管所 知識管理 第三組
Most KMS focus on “codified” knowledge and omit “ tacit ” or experience knowledge.
The Core Idea: A Global Knowledge Network (4/6)
Knowledge library Urgent requests
Goal
台灣科技大學 工管所 知識管理 第三組
Knowledge library
These objects be structured to codify
Like questionnaires
Manager : Give people the opportunity to explain their experiences.
Avoid this becoming failure
To capture the “ tacit ” knowledge managers had in their heads
Urgent requestsUrgent questions
The Core Idea: A Global Knowledge Network (5/6)
Around the world
台灣科技大學 工管所 知識管理 第三組
Knowledge Library (1/4)
台灣科技大學 工管所 知識管理 第三組
Knowledge Library (2/4)
台灣科技大學 工管所 知識管理 第三組
Knowledge Library (3/4)
台灣科技大學 工管所 知識管理 第三組
Knowledge Library (4/4)
台灣科技大學 工管所 知識管理 第三組
Urgent requests (1/2)
台灣科技大學 工管所 知識管理 第三組
Urgent requests (2/2)
台灣科技大學 工管所 知識管理 第三組
In the past
Verbally
Inefficient
One to many and no interactivityShareNet
No time and place limit
Dynamism
Not a one-way things
The Core Idea: A Global Knowledge Network (6/6)
台灣科技大學 工管所 知識管理 第三組
ShareNet Takes Shape
Select the members of core ShareNet
team
There were two ways we could go about
developing the technology
ICN engaged a Web development firm to
develop the first version of the system
The ShareNet team also chose a new
technology partnerReady for launchShareNet went live
in August 1999
ArsDigita
台灣科技大學 工管所 知識管理 第三組
Boot-strapping the Network
The first challenge was trying to get the word out
• Put the logo on anything that moved• Urgent requests
To jumpstart the network, we held two-to three-day workshops in the local countries • Get them used to system and interface• Convince them of its value
ShareNet
台灣科技大學 工管所 知識管理 第三組
Boot-strapping the Network
To support the network, Döring’s group employed a number of dedicated ShareNet consultants
• Police the network
Munich has all the power, and the local network here gives you all the knowledge you need
• If you have a problem, there is probably someone who can answer it within shouting distance
台灣科技大學 工管所 知識管理 第三組
Boot-strapping the Network
Since Siemens’s product divisions and local companies were not charged to use ShareNet, users could just log on and start using it
• Headquarters absorbed all the costs(Total $7.8million)• Nobody has to get a signature for spending money to
use ShareNet
台灣科技大學 工管所 知識管理 第三組
Creating Incentives For Use
Challenges
It’s won’t translate well for
others
No time to spend on ShareNet
It’s for sale,It’s not for free
Network consultants
台灣科技大學 工管所 知識管理 第三組
Creating Incentives For Use
The core ShareNet team constantly brainstormed ways to embed the system into Siemen’s and the local companies’s cultures
• it was rather philosophical, so we were missionaries
The first system was called Bonus-on-Top
• Provide incentives and reward
台灣科技大學 工管所 知識管理 第三組
Creating Incentives For Use
The first attempt had only mixed success
• It was not clear that ShareNet itself was benefiting
We decided to focus more on the users themselves
台灣科技大學 工管所 知識管理 第三組
1. ShareNet Share, 1 Share≈ 1 EUO
2000
‧Text Book 400 Shares
‧Siemens SL45 900 Shares
‧Trip 1500 Shares
‧Training 1500 Shares
SHARE
Creating Incentives for Use
台灣科技大學 工管所 知識管理 第三組
TOP
1. ShareNet Share, Top 50
Creating Incentives for Use
台灣科技大學 工管所 知識管理 第三組
2. Quantity of Contributions
Creating Incentives for Use
台灣科技大學 工管所 知識管理 第三組
Creating Incentives for Use
3. Limited time promotions
2001/02~0707 08~10
Objects 2328 600Shares 75075 19330
Objects Shares0
10000
20000
30000
40000
50000
60000
70000
80000
708~10
台灣科技大學 工管所 知識管理 第三組
Creating Incentives for Use
3. Limited time promotions
台灣科技大學 工管所 知識管理 第三組
Creating Incentives for Use
3. Limited time promotions
台灣科技大學 工管所 知識管理 第三組
Creating Incentives for Use
4. Assess Managers’ efforts
0% 100%
0% 50%
Average:10~15%Average:50%
‧Getting something of substance‧What people are using it for
120%
台灣科技大學 工管所 知識管理 第三組
Creating Incentives for Use
5.Stories illustrates its potential impact Telecommunications network for two hospital
Switzerland VS. Netherland
台灣科技大學 工管所 知識管理 第三組
Creating Incentives for Use
Denmark VS. Malaysia
5.Stories illustrates its potential impact Pilot broadband network
台灣科技大學 工管所 知識管理 第三組
Creating Incentives for Use
Result (By the end of 2001)
18200 users
300~400 objects
80~90% Answer
80% Read Only
15% Contribute Once
5% Heave Users
Per Month
台灣科技大學 工管所 知識管理 第三組
Expanding the Reach of ShareNet
Adapting ShareNet for the R&D
Switching systems for telephony and data network
‧Headquarters 3000 staff in Munich Core Platforms‧RDCs 460 staff in 8 countries Customization
台灣科技大學 工管所 知識管理 第三組
Expanding the Reach of ShareNet
1. Categories for R&Dproduct development processesphase of designcontributor: tester, developer, solution integrator
2. Each area name one as a coach
台灣科技大學 工管所 知識管理 第三組
Expanding the Reach of ShareNet
420 users (460)
Not enough contributing
2002/02
Daily Monitored
2002/04 Virtual workshop under way
2002/06/24 Virtual workshop went live
Change Culture
2002/07
台灣科技大學 工管所 知識管理 第三組
The Future of ShareNet
19000 users
Over 2.5 million2002/07
53 Managers
Award 300 users
台灣科技大學 工管所 知識管理 第三組
1.Against this backdrop of success, Siemens was not immune to these problem.
2.Unfortunately for the ShareNet team, this was not as easy as it sound.
The Future of ShareNet
台灣科技大學 工管所 知識管理 第三組
The Future of ShareNet
3.Given the mounting pressure to justify expenses across Siemens.
台灣科技大學 工管所 知識管理 第三組
4. For the financial year 2000–2001, he(經理 ) had asked local country managers to provide details of projects.
The Future of ShareNet
台灣科技大學 工管所 知識管理 第三組
5. We need to find a way to link ShareNet more explicitly to ICN’s strategy by asking “What do we need to do, and how can ShareNet help us achieve this?”
The Future of ShareNet
台灣科技大學 工管所 知識管理 第三組
6. Döring’s long-term vision for ShareNet knew no boundaries. He was constantly thinking of new ways.
The Future of ShareNet
董事長(Döring)
台灣科技大學 工管所 知識管理 第三組
The Future of ShareNet
7.Given the recognition ShareNet had received in the corporate world—it had received several awards.
8.With limited resources at its disposal.
台灣科技大學 工管所 知識管理 第三組
The End