Siemens AG: Global Development Strategy • What were the major causes of the problems with the NetManager project? (I’m not looking for a list of points made in the case; I’m looking for you to step back to a higher level and analyze why these problems occurred.)
The problems experienced by the NetManager project appear to be symptoms of integration vs. responsiveness issue within Siemens AG. As a transnational company, Siemens faces strong pressure to globally integrate its operations, and be responsive to the needs of their offices and customer’s needs. The main problem with NetManager was that it had mushroomed in size and strategic importance. This was the result of keeping up with the rapidly changing technological demands, and • What role should Bangalore play in Siemens in the future?
Siemens should remain as committed as possible to their Indian Regional Development Center. In the grand scheme of their Global Development Strategy, it is a must to have a presence in the SIlicon Valley of India, which serves as a foothold to the rest of the Asia and Pacific Region. Their offices in Bangalore hold much value. For example, India holds a much larger labor pool for talented programmers, while still being relatively cheaper than American and European counterparts. This pool of talented programmers serves as a strong source of advantage in an industry that requires innovation and intelligence. However, there are a number of problems such as a high employee attrition rate, coordination costs, as well as global integration issues.
Despite these challenges, Siemens should make it a priority to rise up the ranks of prestigious employers in the region. Doing so, would address a number of India-specific issues including turnover rate, motivation, and global integration. Giving the Indian RDC the autonomy and increased competence they have been asking for would bring them closer to these ends. Independence and more stimulating projects would retain employees for longer; provide the proper motivation, while granting enough flexibility to drive innovation. More autonomy and greater responsibility would establish a greater need for integration
Related Documents: Siemens Development Strategy Essay
elements that should be provided to employees in any organization. Knowledge is a key to success and is acquired through training in some form. Training allows an employee to develop skills and abilities that will be used in the workplace. And development is the continuous training and learning that enhances the employee's talent and knowledge. That is why human resource needs to increase this asset by making an investment in training employees. Research suggests that the investment made by company…
Strategic & Policy Issues: Siemens AG By Group 5: Irfan Khawaja Piyaporn Limkatanyoo Andrey Nikolayev Kevin Oursler Narit Puttaraksar Mathias Sunardi Strategic & Policy Issues: Siemens AG Table of Contents 1. 2. 3. 4. 5. 6. 7. 8. 9. Executive Summary / Abstract Introduction Company History Company Structure Siemens Strategies Overview 5.1. Research & Development Strategies 5.1.1. Current Status of R&D 5.1.2. R&D Strategies 5.2. Production & Manufacturing Strategies 5.2.1. Environmentally-Friendly…
Assignment 3: Business-Level and Corporate-Level Strategies Stephen Camuccio Instructor: Dr. Matthew Ademola Buss 499 6/15/2015 The business that I was interested in writing about is General Electric. GE company has been around a very very long time, and one of the largest companies in the entire US. GE continues to make money and provide excellent service to millions of customers worldwide. GE has a large vast portfolio that includes televisions, engines, medical devices, appliances, and…
3.2.2. Resource Portfolio Hamel and Prahalad (1994) suggest that firms should see themselves as a collection of resources and competencies and as such a key part of future strategy involves identifying and developing these resources. Importance of resource in creating value | High | Achilles Heels * Development of in-house mobile operating systems | Crown Jewels * Design capabilities * Brand * Global supply chain | | Low | Sleepers * Nokia Institute of Technology in Brazil |…
is the technique of ensuring that an employee works hard because they want to do it and no one has had to force them. A motivated employee will be more dedicated to their work and will work harder and be more focussed. Siemens uses non-financial rewards such as training, development, empowerment, job enrichment, job enlargement, and a high performance culture. An unmotivated workforce will effect a company by having a negative effect on how efficiently an employee works. This negativity can be costly…
Jones, 2005; Antony and MacVicar, 2011; Banks, 1997 cited in Beel, 2007). This essay will explore the feasibility of motivational theory, such as Herzberg’s two-factor theory, Maslow’s hierarchy theory, and Vroom’s expectancy theory, in the cases of Siemens, Hunter Library, and Officer Agency respectively. Herzberg’s two-factor theory researched the relationship between operating conditions and human motivation, including which factors can increase or reduce satisfaction in the workplace (ScienceDirect…
Sustainable Development in India and China Background Since the beginning of the industrial age, the ability to connect and use different forms of energy has changed the living standards for billions of people, allowing them to take advantage of comfort and mobility in human history, making them to perform task efficiently and easily. However, humanity now finds itself confronting the challenge of saving this earth from unsustainable exploitation of natural resources. Even though these forms…
with quality products. According to Michael’s Porter generic strategies, I can define Nokia’s game plan as differentiation - “the business concentrates on achieving superior performance in an important customer benefit area valued by a large part of the market.” (Keller and Kotler, 2012, p.27) Their phones were built to last, although they seem to be a little pricier than some of their competitor’s handsets. Nokia’s competitive strategy was oriented toward the quality of the products. To reach its…
policies- * GEMS is right now exporting nearly 70% of the products they are making in China. That shows that they are making high end and medium end products more. * They are already a market leader in China so why change an already successful strategy. * A move of resources from other low cost countries to China will duplicate the existing infrastructure as well as will keep rest of Asia at a back step. The sales in Asia on average grew annually by 23% in years 1998–2001 so rest of the countries…
per cent and it was starting to lose money. Lars Kolind took over as CEO at Oticon in 1988 to turn its performance around. A former management consultant and associate Professor at Copenhagen University, Kolind embarked on a classic turnaround strategy: he pared the company down, shed staff and improved efficiency. And he re-focused the business on its key markets. By 1989, the medicine seemed to be working and Oticon returned to profit. But Kolind knew that the changes were not enough. “It…
