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

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

3. Solution? 1997 Siemens established the Siemens Management Learning Program. 1997 Siemens established the Siemens Management Learning Program. This program has become an essential component of the knowledge-based organization. This program has become an essential component of the knowledge-based organization. The concept is compromised of 5 programs, ranging from S5 for potential managers to S1 for top management. The concept is compromised of 5 programs, ranging from S5 for potential managers to S1 for top management. Advantages? Advantages?

4. How to Be Effective… Siemens replaced the “seminar” method of training with a more efficient management development system Siemens replaced the “seminar” method of training with a more efficient management development system Offered programs that were a mix of cross- cultural exchange of know-how, networking and active project work that prepare managers thoroughly and practically for their role as leaders Offered programs that were a mix of cross- cultural 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. 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.

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

6. E-Learning Self Study Material Self Study Material Learning Landscape Learning Landscape Virtual Teamwork Virtual Teamwork

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

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

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

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

11. Thank you! Thank you!