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Siemens ShareNet Building a Knowledge Network

Siemens ShareNet Building a Knowledge Network

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Siemens ShareNet Building a Knowledge Network

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  1. Siemens ShareNetBuilding a Knowledge Network

    M9901007 黃盈笛 M9901010 莊芳欣 M9901016 李姿儀 M9901017 黃盈婕
  2. Siemens AG: A Short History (1/2)
  3. Siemens AG: A Short History (2/2)
  4. Siemens ShareNet: Early Beginnings (1/2) ShareNet: More than a tool, it’s an experience. Networks originally designed forvoice and data. Provide telecommunications equipment for global. Manager : Quality and reliability far outweighed speed and responsiveness. Siemenschange from a “simple” product provider to a complex customer-oriented.
  5. Siemens ShareNet: Early Beginnings (2/2) 1988-Information and Communication Networks (ICN) IP / Data Network Transport Network Communication on Air Manufacturing & Logistics ICN Wireline Network Group Service & Carrier Network
  6. Siemens and ICN Group
  7. The Core Idea: A Global Knowledge Network (1/6) Start-ups needed Siemens’s technology—the “boxes” [products] They also needed consultancy about how to use these products.
  8. The Core Idea: A Global Knowledge Network (2/6) Poor reuse of customer solutions. Best-practice sharing in sales was nonexistent. ICN had relied on centralized flows of information.
  9. The Core Idea: A Global Knowledge Network (3/6) 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
  10. The Core Idea: A Global Knowledge Network (4/6) Most KMS focus on “codified” knowledge and omit “ tacit ” or experience knowledge. Platform Knowledge library Urgent requests Goal
  11. The Core Idea: A Global Knowledge Network (5/6) 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 requests Urgent questions Around the world
  12. Knowledge Library (1/4)
  13. Knowledge Library (2/4)
  14. Knowledge Library (3/4)
  15. Knowledge Library (4/4)
  16. Urgent requests (1/2)
  17. Urgent requests (2/2)
  18. The Core Idea: A Global Knowledge Network (6/6) In the past Verbally Inefficient One to many and no interactivity ShareNet No time and place limit Dynamism Not a one-way things
  19. ShareNet Takes Shape ArsDigita
  20. Boot-strapping the Network ShareNet
  21. Boot-strapping the Network
  22. Boot-strapping the Network
  23. Creating Incentives For Use Network consultants
  24. Creating Incentives For Use
  25. Creating Incentives For Use
  26. Creating Incentives for Use 1. ShareNet Share,1 Share≈ 1 EUO ‧Trip 1500 Shares ‧Text Book 400 Shares SHARE ‧Training 1500 Shares ‧Siemens SL45 900 Shares 2000
  27. Creating Incentives for Use 1. ShareNet Share, Top 50 TOP
  28. Creating Incentives for Use 2. Quantity of Contributions
  29. Creating Incentives for Use 3. Limited time promotions
  30. Creating Incentives for Use 3. Limited time promotions
  31. Creating Incentives for Use 3. Limited time promotions
  32. Creating Incentives for Use 4. Assess Managers’ efforts ‧Getting something of substance ‧What people are using it for 120% Average:10~15% Average:50% 0% 100% 50% 0%
  33. Creating Incentives for Use 5.Stories illustrates its potential impact Telecommunications network for two hospital Switzerland VS. Netherland
  34. Creating Incentives for Use 5.Stories illustrates its potential impact Pilot broadband network Denmark VS. Malaysia
  35. Creating Incentives for Use Result (By the end of 2001) 5% Heave Users 300~400 objects 15% Contribute Once 18200 users 80~90% Answer Per Month 80% Read Only
  36. 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
  37. Expanding the Reach of ShareNet Categories for R&Dproduct development processesphase of designcontributor: tester, developer, solution integrator Each area name one as a coach
  38. Expanding the Reach of ShareNet Daily Monitored 420 users (460) 2002/04Virtual workshop under way 2002/06/24Virtual workshop went live Not enough contributing Change Culture 2002/02 2002/07
  39. The Future of ShareNet 19000 users 53 Managers 2002/07 Over 2.5 million Award 300 users
  40. The Future of ShareNet
  41. The Future of ShareNet
  42. The Future of ShareNet
  43. The Future of ShareNet
  44. The Future of ShareNet 董事長 (Döring)
  45. The Future of ShareNet
  46. The End