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Siemens Case Study

Siemens Case Study. What If Method?? External Stake Holders. Group Members Rukmani 17 Jyot 25 Nileshwari 27

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Siemens Case Study

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  1. Siemens Case Study What If Method?? External Stake Holders

  2. Group Members • Rukmani 17 • Jyot 25 • Nileshwari 27 • Jinal 31 • Vaishali 35 • Jason 41 • Riddhi 51

  3. Identifying the stakeholders • SCOT Analysis in terms of the stakeholder in question • What If Scenario and its explanation What is What If Analysis

  4. Stakeholders

  5. Taking as a given that an event has occurred and then explaining how to go about it • It generates qualitative description of potential problems: 1.In the form of questions and responses 2.Lists of recommendations for preventing problems • Ensure that appropriate safeguards against those problems are in place. WHAT is What IF??

  6. Define The Activity • Define the problems of interest • Create What if Questions • Respond to What if Questions • Use the results in decision making Steps for What If Method

  7. Most Common uses: Any type of risk assessment application • Occasionally used alone, mostly clubbed with other methods • Limitations: 1. Likely to miss some potential problems 2. Difficult to audit 3.Traditionally provides only qualitative information Contd..

  8. 1990 merger of Siemens & Nixdorf which formed SNI • Products sold only in Germany & weak base in Asian and North American Market • Slow in responding to market changes • New CEO wanted a radical change in culture • Culture Change: 1st Phase: Giving employees a voice in defining new culture-13 week programme at US. • 2nd Phase: Giving customers a voice- customer’s recommendations & ideas and • 3rd Phase: Giving partners a voice looked for new ways to reinforce & expand the areas in which they work together Synopsis of the case

  9. Strengths: Company’s goodwill, Broad Range of Products, Strong Technological Focus • Challenges: To build a customer base in Asian & North Asian Markets • Opportunities: New CEO wanted the organization to become customer driven and responsive to the market, Change in their processes to emphasize the customer and to ensure primacy of customer service. • Threats: Slow response to market changes which resulted in low product differentiation which posed a threat of loosing existing customers SCOT Analysis-External Stakeholders

  10. No Individual goals for Change Agent were set - CA were not made aware that how their accomplishments will benefit the organization • Objective was not time bound: Each change agent should be given time for return on investment after which they should be removed from position of CA and a new promising person needs to be appointed • Productive time was lost as CA were sent for the programme • Implementation was not appropriate • No Evaluation of the programme was done • Bureaucratic structure • Company wide culture change programmed (dept wise) Problem Areas Identified

  11. If Each change agent were given a stipulated time -This will help to get return on investment. • If Focus for training was on individual level- Would have helped employees to match their objectives with that of the organization. • If Business reengineering programme would be from any promising Asian country -More practicality added to the programme , which will help them to get a base in Asian country. • If Implementation was considered at all levels 1. Participant: Monitoring of acceptance of change would be easier. 2. Business unit: This will help to train that department first which is most impacted by the change. 3. Organization: Helped to create road map for post programme implementation. What If?

  12. What If? • If they operating in markets which are very dynamic where change happens rapidly: SNI needs to appoint full time market surveyors who can analyze the market conditions and accordingly provide update beforehand to the department which will be impacted the most. • If SNI had done analysis of top Computer manufacturers in the Asian & North Asian countries: This would have helped them to plan their change management more effectively and help them to find out the specific areas where they need changes.

  13. Thank You

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