MWO Final Exam - Question 1 Based on the description of...

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Question 1: Based on the description of Siemens in the text, what Stage of International Development was the Information and Communication Networks group (ICN) at in the late 1990s/early 2000s? Explain Seimens ICN’s Global Strategy and identify their Structural Design. What National Culture issues represented challenges for the ShareNet project? Sometimes it is a company’s most difficult times that create its brilliant evolutions. Such was the case with Siemens. The world renowned producer of everything from information and communications systems to household appliances was faced with hard times and had to take drastic steps to pull ahead of rapidly approaching competition. The highly decentralized organization was facing deregulation of its core market, Germany. Joachim Doring, President of Strategy for Siemens had to think fast and act. Siemens had reached an elaboration stage. They had to transform a “simple product seller to a complex, customer-oriented organization that provided customized solutions and services globally. Doring’s response was to establish a new form of communication for the company’s Information and Communications Network department. His response was ShareNet. The program was intended to “create a system that was able to handle not only explicit, but also help externalize the individuals’ tacit knowledge.” Doring immediately began to gather the company’s best salespeople to start “solution selling.”
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By the late 1990’s to early 2000’s, Doring brought the program to its Global Rollout Stage. At this point, he was ready to begin bringing the product to the world. In order to implement the newly developed “knowledge library” appropriately, Doring took drastic steps to increase confidence in the product. Before the product was even initially rolled out, managers from every country were brought in, along with ShareNet’s committee of 11 members to strategize the product. Upon its implementation, Doring and ShareNet manager Andreas Manuth began holding “two- and three-day workshops” intended to familiarize local companies with ShareNet and its benefits. This global strategy was met with a great deal of success, but not everyone embrace the system with open arms. There was some international strife dealing with the new program. For example, in Germany, there was a hesitance over using the system. German’s had two main objections to ShareNet. First was the language barrier. As their second language, many Germans did not like the idea of entering text with grammar and spelling mistakes worldwide for the world to critique. The second problem they had was in regards to the company’s national pride. Siemens is a German based company. It seemed wrong to them that the only accepted language for ShareNet would be English. The grammar and spelling mistakes were even more noticeable amongst the Chinese users of the program. Manuth remained confident that the problems would be solved once everyone saw the
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MWO Final Exam - Question 1 Based on the description of...

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