[revised] HBR＆HBS cases書會招募中~~(台北市)

[習慣仔]

1. Identify three significant aspects of the knowledge management strategy adopted by Siemens in their ShareNet initiative. What are 3 additional activities Siemens could have put in place to increase the quality of submissions/use of the system?

a. early tracking of system's productivity/contribution (instead of asking GM, user to remember which contracts they won as result of using ShareNet)
b. tangible rewards should include linking career progress to contribution to ShareNet, not limiting to gifts and travel (which are great too, but temporal)
c. user privilege system similar to "Chemy"'s strawberry, fish, etc. (haha)




2. Would you consider ShareNet to be a success? Justify your viewpoint.

I believe it helped directly or indirectly winning sales contracts around the globe, and increased productivities for marketing/sales who don't need to "re-invent the wheel".

3. If you were responsible for making the decision on whether or not (or how and where) to continue ShareNet, what would you decide? Explain the 3 primary pieces of information used to make this decision and why they were so important in leading to the decision outcome.

Frankly I would suggest a "spin-off" and get it out of Siemens as separate business unit (and go IPO!). It can become a consulting firm for Siemens and other telecom companies ;-)

[Daredevil]

1. Identify three significant aspects of the knowledge management strategy adopted by Siemens in their ShareNet initiative. What are 3 additional activities Siemens could have put in place to increase the quality of submissions/use of the system?

a. early tracking of system's productivity/contribution (instead of asking GM, user to remember which contracts they won as result of using ShareNet)
b. tangible rewards should include linking career progress to contribution to ShareNet, not limiting to gifts and travel (which are great too, but temporal)
c. user privilege system similar to "Chemy"'s strawberry, fish, etc. (haha)




2. Would you consider ShareNet to be a success? Justify your viewpoint.

I believe it helped directly or indirectly winning sales contracts around the globe, and increased productivities for marketing/sales who don't need to "re-invent the wheel".

3. If you were responsible for making the decision on whether or not (or how and where) to continue ShareNet, what would you decide? Explain the 3 primary pieces of information used to make this decision and why they were so important in leading to the decision outcome.

Frankly I would suggest a "spin-off" and get it out of Siemens as separate business unit (and go IPO!). It can become a consulting firm for Siemens and other telecom companies ;-)

what a nice job~
welcome to the group! I have already add you to my MSN~hope see you soon~

[adrw1974]

Here are my answers to the questions. 因為沒有逐字看那20幾頁的報告，有錯誤煩請指出。

2. Would you consider ShareNet to be a success? Justify your viewpoint.

A: No, I don’t think ShareNet is a success (at least not a huge one), considering how much it has cost the company to maintain the system. It is true that ShareNet did provide a knowledge management platform for the managers, but a manager can always seek for solutions via some other sources, not necessarily via this platform. By the end of 2000, the platform is reported to cost 7.8 million (euros, I assumed; page 7) while its projected benefit is only 6.975 million (Exhibit 14; 1.35 million + 5.625 million). It is simply not worth it.
Moreover, if we take a look at Exhibit 8 and 10, we will find that the knowledge-objects produced by the platform have been less since its first launch. Also, while the urgent requests answered are becoming less (exhibit 12A), the minutes spend on the questions are still many (Exhibit 13 B, C, D). Totally un-effective! The platform becomes less valuable when the urgent requests are not answered sooner.

3. If you were responsible for making the decision on whether or not (or how and where) to continue ShareNet, what would you decide? Explain the 3 primary pieces of information used to make this decision and why they were so important in leading to the decision outcome.

A: I will continue ShareNet as it still has its merits. However, it is also very important to reduce the operating cost. I will simply make the platform accessible to the managers, instead of using so much staff, time and money to maintain and promote it. (有效開放，消極管理)
1.On Exhibit 1, we see Siemens’ net sales increase from 77484 in 2000 to 87000 in 2001. However, its net income decreases from 8860 to 2088. The operating expense is critical to this phenomenen. Thus, it is important to cut down the cost by reducing some unnecessary expenses.
2.Why is ShareNet operating cost unnecessary? Because the market is changing ! The technology is so fast growing that the knowledge becomes hard to be managed. The once effective knowledge could soon become out-of-date. It is unwise to spend so much time digging out the old information that might not apply to today’s situation. Relying too much on the platform also decreases managers’ ability to think and to be innovative !
3.Rating and shares-awarded incentives might not be necessary. Those willing to share will not stop sharing just because there are no more awards. Please note that 80% of the users don’t contribute according to the report, despite ShareNet team’s strong promotion of this system. It shows that the platform is not something everyone would participate or even appreciate.

[davidlee0222]

覺得是非常好的initiative
不過要小心版權問題

小弟再此貢獻一篇沒有版權問題的
當時因為網路書店出問題
教授又非上課不可
索性直接把case email給全班
要怪就怪網路書店自己沒顧好版權吧

教小弟的教授先前任教於史丹佛
是一位女強人
房子超大超豪華
可惜沒去過 當天去看王建民生日客場去了

[davidlee0222]

好像才十八頁
算短的
盡情享用

[Daredevil]

好像才十八頁
算短的
盡情享用

感謝David的分享~~~
目前還在想辦法搞定SPDF
HBS那些CASE都是加密過的 要分享就得公佈密碼跟帳號
even print screen也會被擋住 實在傷腦筋
所以我這邊這幾篇CASE目前只能跟討論會成員分享
要是找到破解的我再拿出來囉~

[習慣仔]

Thanks for sharing, David!