The Siemens Management Learning Program Case 13 Page

The Siemens Management Learning Program Case 13 - Page: 228 -239 By: Missy Brown

First Things First… What are Siemens’ success factors? n How do you get a competitive edge on your competitors? n How do you fix the issue of trust? n

Solution? n n 1997 Siemens established the Siemens Management Learning Program. This program has become an essential component of the knowledge-based organization. The concept is compromised of 5 programs, ranging from S 5 for potential managers to S 1 for top management. Advantages?

How to Be Effective… n n n Siemens replaced the “seminar” method of training with a more efficient management development system Offered programs that were a mix of crosscultural exchange of know-how, networking and active project work that prepare managers thoroughly and practically for their role as leaders Extended the duration of the programs to a whole year to guaranteed that the attitude and behavior of the managers would have a lasting change and so that management expertise can be thoroughly established.

Workshops Focused on increasing business knowledge and leadership competencies as well as Siemens’ current initiative. n Duke University, Babson College, and St. Gallen are a few of the outside partners that helped stimulate new thinking and new approaches. n

E-Learning Self Study Material n Learning Landscape n Virtual Teamwork n

Business Impact Projects (BIPs) What is a BIP and how is it created? n Criteria n Steps to making the BIP work. n

BIP Marketplace What it contains. n Public Access n Participant Access n

Examples of Successful BIPs The mobile phone cost-saving initiative. n Siemens AG makes 12 million mobile phones a year, but its own use of mobile-phone service was in need of review. n

Review of what we actually achieved. n n Reduced the complexity of the learning systems and introduced a clear program structure tailored to future needs, such as KM and virtual team processes. Demonstrated and measured the business contribution of learning by working on concrete business tasks in a clearly structured, projectoriented learning environment. Promoted KM across functions, groups, and country borders and have established networks amount managerial-level staff. Achieved progressive internationalization through uniform world-wide programs that can be adapted to local and regional requirements.

n. Thank you!