siemens sharenet building a knowledge network m9901007 黃盈笛 m9901010 莊芳欣 m9901016...

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)


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)


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)


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)


Siemens ICN

Country 190 84

Employed 416,000 65,000

Revenue (euro) 60.1 billion 12 billion

Siemens and ICN Group


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)


Poor reuse of customer solutions.

Best-practice sharing in sales was nonexistent.

ICN had relied on centralized flows of information.



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


sales

marketing


Most KMS focus on “codified” knowledge and omit “ tacit ” or experience knowledge.


Knowledge library Urgent requests

Goal


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


Around the world


Knowledge Library (1/4)


Urgent requests (1/2)


Urgent requests (2/2)


In the past

Verbally

Inefficient

One to many and no interactivityShareNet

No time and place limit

Dynamism

Not a one-way things



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


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



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



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


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



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



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


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


TOP

1. ShareNet Share, Top 50



2. Quantity of Contributions




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



3. Limited time promotions



4. Assess Managers’ efforts

0% 100%

0% 50%

Average:10~15%Average:50%

‧Getting something of substance‧What people are using it for

120%



5.Stories illustrates its potential impact Telecommunications network for two hospital

Switzerland VS. Netherland



Denmark VS. Malaysia

5.Stories illustrates its potential impact Pilot broadband network



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


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



1. Categories for R&Dproduct development processesphase of designcontributor: tester, developer, solution integrator

2. Each area name one as a coach



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


The Future of ShareNet

19000 users

Over 2.5 million2002/07

53 Managers

Award 300 users


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.




3.Given the mounting pressure to justify expenses across Siemens.


4. For the financial year 2000–2001, he(經理 ) had asked local country managers to provide details of projects.



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?”



6. Döring’s long-term vision for ShareNet knew no boundaries. He was constantly thinking of new ways.


董事長(Döring)



7.Given the recognition ShareNet had received in the corporate world—it had received several awards.

8.With limited resources at its disposal.


The End

siemens sharenet building a knowledge network m9901007 黃盈笛 m9901010 莊芳欣 m9901016...

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