Siemes Case
Siemens Spain uses several knowledge strategies. For example, they identify which knowledge areas had an impact on business, how strong the impact was, deficits in each knowledge area, and which actions to carry out to respond to the various issues raised by the results.
An interesting aspect of knowledge management as understood at Siemens, itself a technology company, was that technology was not considered to be enough on its own, and knowledge could be valuable not only because technology made it possible. Furthermore, Siemens utilized technology to facilitate the sharing of information via employee knowledge base. Moreover, Siemens was turned into an e-company gaining competitive advantage.
As Siemens was a highly diversified organization, participating in a wide range of businesses, questions were raised at the corporate level about how to increase value through collaboration among the different areas. At last, many of the company’s communities of practice, which cut across business units and encouraged participation from employees in multiple units, allowed Siemens to exploit knowledge unity across the divisional structure.
Siemens knowledge management initiatives supported not only Siemens operations at
the global level, but also cross-divisional projects and initiatives within a specific
region. Siemens provided a way of achieving a culture of knowledge sharing and creation by
establishing the so-called Bonus-on-Top program, which offered employees incentives for
knowledge transfer and creation worldwide.
The company implemented a management system based on a Management by Objectives
scheme. Management divisions were taught