Siemens ShareNet
Building a Knowledge Network
M9901007 黃盈笛 M9901010 莊芳欣
M9901016 李姿儀 M9901017 黃盈婕
Siemens AG: A Short History (1/2)
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
台灣科技大學 工管所 知識管理 第三組
1880
• The first electrical elevator
Siemens AG: A Short History (2/2)
1881
• The first electrical streetcar
• Cables
• Telephones
• Electrical power
• Electrical lighting
1998
1920
• Medical engineering
• Diagnostic and equipment
台灣科技大學 工管所 知識管理 第三組
• 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 ShareNet: Early Beginnings (1/2)
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.
台灣科技大學 工管所 知識管理 第三組
Siemens ShareNet: Early Beginnings (2/2)
1988-Information and Communication Networks (ICN)
台灣科技大學 工管所 知識管理 第三組
Siemens and ICN Group
Siemens
ICN
Country
190
84
Employed
416,000
65,000
Revenue (euro)
60.1 billion
12 billion
台灣科技大學 工管所 知識管理 第三組
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.
台灣科技大學 工管所 知識管理 第三組
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
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
台灣科技大學 工管所 知識管理 第三組
The Core Idea: A Global Knowledge Network (4/6)
Most KMS focus on “codified” knowledge and omit “ tacit ” or experience knowledge.
台灣科技大學 工管所 知識管理 第三組
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
台灣科技大學 工管所 知識管理 第三組
Knowledge Library
台灣科技大學 工管所 知識管理 第三組
(1/4)
Knowledge Library
台灣科技大學 工管所 知識管理 第三組
(2/4)
Knowledge Library
台灣科技大學 工管所 知識管理 第三組
(3/4)
Knowledge Library
台灣科技大學 工管所 知識管理 第三組
(4/4)
台灣科技大學 工管所 知識管理 第三組
台灣科技大學 工管所 知識管理 第三組
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
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
ArsDigita
ShareNet went live
in August 1999
Ready for launch
台灣科技大學 工管所 知識管理 第三組
The ShareNet team
also chose a new
technology partner
Boot-strapping the Network
ShareNet
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
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
No time to spend
on ShareNet
It’s won’t
translate well for
others
Network
consultants
It’s for sale，
It’s not for free
Challenges
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
Creating Incentives for Use
1. ShareNet Share，1 Share≈ 1 EUO
‧Text Book
400 Shares
‧Trip
1500 Shares
‧Siemens SL45
900 Shares
‧Training
1500 Shares
2000
台灣科技大學 工管所 知識管理 第三組
Creating Incentives for Use
1. ShareNet Share, Top 50
TOP
台灣科技大學 工管所 知識管理 第三組
Creating Incentives for Use
2. Quantity of Contributions
台灣科技大學 工管所 知識管理 第三組
Creating Incentives for Use
3. Limited time promotions
2001/02~07
07
08~10
Objects
2328
600
Shares
75075
19330
80000
70000
60000
50000
40000
30000
20000
10000
0
7
08~10
Objects
台灣科技大學 工管所 知識管理 第三組
Shares
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
‧Getting something of substance
‧What people are using it for
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
5.Stories illustrates its potential impact
Pilot broadband network
Denmark VS. Malaysia
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)
5% Heave Users
300~400 objects
15%
Contribute Once
18200 users
80~90% Answer
Per Month
台灣科技大學 工管所 知識管理 第三組
80% Read Only
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&D
product development processes
phase of design
contributor: 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
Daily Monitored
420 users (460)
2002/04
Virtual workshop under way
2002/06/24
Virtual workshop went live
Not enough
contributing
台灣科技大學 工管所 知識管理 第三組
Change Culture
The Future of ShareNet
19000 users
53 Managers
Over 2.5 million
Award 300 users
台灣科技大學 工管所 知識管理 第三組
The Future of ShareNet
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.
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
The Future of ShareNet
4. For the financial year 2000–2001, he(經理) had
asked local country managers to provide details
of projects.
台灣科技大學 工管所 知識管理 第三組
The Future of ShareNet
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?”
台灣科技大學 工管所 知識管理 第三組
The Future of ShareNet
6. Döring’s long-term vision for ShareNet knew no
boundaries. He was constantly thinking of new
ways.
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
台灣科技大學 工管所 知識管理 第三組