Siemens - Knowledge Management

2233 WordsNov 14, 20109 Pages
Siemens AG is a German based company founded in 1847, employs over 416,000 people in 190 countries, and has over 60.1 billion Euros in sales worldwide. Siemens became the electronics, telecommunications, and electrical engineering powerhouse that it is today by consistently innovating and discovering new technologies. After starting out as a small precision-engineering workshop making wire insulation and warning bells for railroads, the company discovered the dynamoelectric principle, built the first electrical railway and developed the first electrical elevator. Siemens currently makes a plethora of products such as light bulbs, X-ray machines, telecommunication equipment, and high speed trains. Increased competition, deregulation,…show more content…
We have evaluated two problems being faced by Siemens and we will provide recommendations based on our knowledge and research of the issues at hand. We recognized that management is under intense pressure to make a decision concerning ShareNet and poor-quality decisions can waste time and money and at worst, can risk the company’s future. The first problem that will be addressed is who should fund the continued support and development of the ShareNet system. Since the early stages of the project, ShareNet was funded as a corporate initiative, but due to the restructuring activities, the question at hand is whether Corporate would continue to fund the project, or should the costs be absorbed by Siemens’ five product divisions. Part of this initiative is to request that each product division pay a per-user fee for every user registered in ShareNet. The first business issue that we will address is the broader implementation of ShareNet on an Enterprise level. ShareNet was originally created by the developers in the ICN group and the system proved to be a success for the Sales, Marketing and Research team. Siemens has several divisions with different processes, procedures, and knowledge systems, and developers believed that it would be difficult to implement ShareNet throughout other business units because much of the knowledge’s architecture was developed to reflect sales and marketing processes. Extending the use of ShareNet to other
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