Siemens: A Case Study Using the Process Model Innovation
page of content:
introduction about siemens analysis of case study using the process model innovation:
1 - search;
2 - selection;
3 - implementation;
4 - capturing. analysis of the company using the resource-based view recommendation conclusion reference appendix 1 (open innovation) appendix 2 (siemens resources) appendix 3 (siemens capabilities)
Introduction. The main goal of this paper is to analyze the overall performance of Siemens corporation. Firstly, it will provide the overview of Siemens as a company, providing information on its main sectors of business. Then, in order to gain better understanding on innovation management and structure of Siemens the process innovation model, which covers the key aspects of the challenge, will be thoroughly explained and applied to the company. Afterwards, the resource-based view will be introduced to explain and analyze the importance of resources and capabilities Siemens possess and their contribution towards company’s competitive advantage. Then, the report will provide the recommendation on Siemens future strategy and conclusion of the overall findings.
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About Siemens.
Siemens is a german conglomerate founded in 1847 by Werner von Siemens and Johann Georg Halske as a telegraph company (Siemens A, 2012). By 2012 Siemens employed more than 370,000 people in more than 190 countries around the globe, among which 29,500 people was working in R&D, submitting roughly 40 inventions and 21 patent every workday. The total revenue for the financial year 2012 was €78,3 billion (Siemens B, 2012). The company has decentralized structure and is being involved in four main business sectors, which are: Energy; Healthcare; Industry; and Infrastructure and Cities, further divided into eighteen Divisions, which in their turn are composed of a plurality of Business Units (Siemens A, 2012). Each of these entities is considered as a «global entrepreneur» and has is responsible for
introduction about siemens analysis of case study using the process model innovation:
1 - search;
2 - selection;
3 - implementation;
4 - capturing. analysis of the company using the resource-based view recommendation conclusion reference appendix 1 (open innovation) appendix 2 (siemens resources) appendix 3 (siemens capabilities)
Introduction. The main goal of this paper is to analyze the overall performance of Siemens corporation. Firstly, it will provide the overview of Siemens as a company, providing information on its main sectors of business. Then, in order to gain better understanding on innovation management and structure of Siemens the process innovation model, which covers the key aspects of the challenge, will be thoroughly explained and applied to the company. Afterwards, the resource-based view will be introduced to explain and analyze the importance of resources and capabilities Siemens possess and their contribution towards company’s competitive advantage. Then, the report will provide the recommendation on Siemens future strategy and conclusion of the overall findings.
113
About Siemens.
Siemens is a german conglomerate founded in 1847 by Werner von Siemens and Johann Georg Halske as a telegraph company (Siemens A, 2012). By 2012 Siemens employed more than 370,000 people in more than 190 countries around the globe, among which 29,500 people was working in R&D, submitting roughly 40 inventions and 21 patent every workday. The total revenue for the financial year 2012 was €78,3 billion (Siemens B, 2012). The company has decentralized structure and is being involved in four main business sectors, which are: Energy; Healthcare; Industry; and Infrastructure and Cities, further divided into eighteen Divisions, which in their turn are composed of a plurality of Business Units (Siemens A, 2012). Each of these entities is considered as a «global entrepreneur» and has is responsible for
References: 1) Barney, J., (1991). Firm Resources and Sustained Competitive Advantage, Journal of Management, vol. 17 (1991), no. 1, pp. 99–120. 2) Chesbrough, H., W., (2003). The era of open innovation. MIT Sloan Management Review 44 (3): 35–41. 3) Chiesa, V., Coughlan, P. and Voss, C., (1996). Development of technical innovation audit. Journal of Product Innovation Management, 13 (2), 105-136. 4) Johnson, G., Scholes, K., Whittington, R., (2008). Exploring Corporate Strategy 8th Edition, Prentice Hall: Hemel Hempstead. 5) Lakhani, K.,R., Hutter, K., Pokrywa, S., H., Fuller, J., (2013). Open Innovation At Siemens, Harvard Business School. 6) Peteraf, M.A., (1993) 7) Prahalad, C.K., Hamel, G., (1990). The Core Competence of the Corporation. Harvard Business Review. 8) Rickards, T., (1997). Creativity and Problem Solving At Work, Gower, Aldershot. 9) Siemens A (2012) About us [Online]. Available at: , [Accessed March 15th, 2014]. 10) Siemens B (2012) Annual Report 2012 [Online]. Available at: , [Accessed March 15th, 2014]. 11) Teece, D. J., Pisano, G., Shuen, A. (1997) Strategic Management Journal, vol. 18, No. 7, pp. 509-533. 12) Tidd, J.,Bessant, J., (2009), Managing Innovation: Integrating Technological, Market and Organizational Change 4th Edition. John Wiley & Sons Ltd, Chichester. 13) Wernerfelt, B., (1984). The Resource-Based View of the Firm. Strategic Management Journal, 5, (2), pp. 171–180. Appendix 1 - Open Innovation. The information above obtained from the Siemens Annual Report 2012. (Siemens B, 2012)