The Change Agent Program at Siemens Nixdorf
•Als PPTX, PDF herunterladen•
4 gefällt mir•3,267 views
1) The document summarizes the Change Agent Program at Siemens Nixdorf Group and profiles two individuals involved. 2) Andreas Meyer Knonow participated in the program and worked to target the American market, facing challenges with lack of support back in Germany. 3) Ulrike Von Manteuffel also participated and sought to continue culture change efforts at SNI like through Friday Forums upon her return.
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Ähnlich wie The Change Agent Program at Siemens Nixdorf
Ähnlich wie The Change Agent Program at Siemens Nixdorf (20)
Mehr von Faizan Anjum
Mehr von Faizan Anjum (12)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
The Change Agent Program at Siemens Nixdorf
- 1. The Change Agent Program at Siemens Nixdorf Group Members: Jarrar Haider- 056 Faizan Anjum -101 Saleha Hashim - 155 Zunaira -102 Date: Sunday, 13 April 2014
- 2. Table of Content Background of Company SNI facing crises- losses Hannover-I Andreas Meyer Knonow ◦ Background ◦ Hannover-I and the Change management Decision ◦ Project: Targeting The American Market ◦ Return to Munich Future Challenges Ulrike von Manteuffel ◦ Background ◦ SNI Change Agent Program ◦ Return to SNI ◦ Steps Ahead
- 3. Background of the company Formed in 1990 by the merger of Wincor Nixdorf computer AG Fujitsu Siemens data information system (DIS) BUSINESS OF SNI ◦ Services , solutions
- 4. Background of the company Largest IT company in Europe ◦ Split in late 1990s Products of SNI • PC • Main frames • Software's and • Support services
- 5. SNI facing crises-losses continue Losses ever since merger Sales stagnant In 1994 $ 8 billion 39000 PPI $ 350 million net loss
- 6. Problems diagnosed Slow to adapt to market realities High competition Rigid culture
- 7. Gerhard Schulmeyer join as CEO His key responsibilities ◦ bring profitability to SNI His key goals ◦ Make SNI customers driver ◦ Evaluate employee based upon value created ◦ Increase global market share improve communication
- 8. Change Agent Program(CAP) Schulmeyer introduced CAP in 1994 21 Employees were sent to US to participate in CSC Index 3 Dimensions for Understanding Business Change Customers Competitiveness Culture 5 major topics were addressed Reengineering Business analysis Leadership Industry Competitiveness Computer Industry competitiveness.
- 9. 1-Background 2-Hannover-I and the Change management Decision 3- Project: Targeting The American Market 4- Return to Munich Andreas Meyer Knonow
- 10. Background • Begin his professional career at Siemens-AG in 1984 • Worked in commercial administration department in Hannover for 2 years Siemens- AG in 1984 • Concentrated on sales, working up from Sales Assistant (technical department) to Sales Manager (public sector accounts) Moved to Bielefeld • Appointed as Sales Manager (international region) • Concentrated on international marketing & informational support (SNI’s Applications Software unit during the merger with Nixdorf) Relocated to Munich In 1990 • Member of the Board-appointed team • To increase efficiency of sales force & secure competitiveness for SNI‟s domestic operations (program headed by McKinsey) Appointed to the TARGET
- 11. Hannover-I & the Change Agent Decision Next assignment as the international sales head for office automation solution • Meyer Knonow hoped for real & sustained change occurring at SNI • Next assignment as the international sales head for office automation solution • Integrated approach that emphasized and encouraged the contribution of employee • Direction to company that was in losses and employee optimism Change Agent Program concept was introduced at Hannover-I • Decision to apply it was a very difficult one • Got married five weeks earlier so timing of three months program was not ideal. The application process was very competitive • Only 20 members attended 1st meeting from the 1200-members Application software Unit • Only one member (Dr. Page- head of Application Software unit at SNI) for Change Agent Program
- 12. Project: Targeting the American Market Goal was to improve international market competencies at SNI Meyer Knonow cited problems with defining the scope of Dr.Pages‟s project Support for the project itself was “not so committed as it should be” Now it was clear to Meyer Knonow that Page expected the Change Agent Program to benefit his division
- 13. The Change Agent Program • Meyer Knonow benefited greatly from the change agent program‟s American base SNI applications software business grew according to plan • Management & personal skills to SNI to tackle the project were well addressed by CAP Management & personal skills to SNI to tackle the project • Highlighted the need to focus products to the market and culture change program Case studies discussed on different strategies of change • The change agents were in Boston • Sponsors were busy with other priorities in Germany Gaining attention from sponsor executives became difficult • Defining objectives and priorities • Managers‟ commitment Meyer Knonow learned the problem
- 14. Contacts in US Implementation (week-13) • Implementation of project occurred in America • Difficulties were in securing support and communication from management (headquarters in Munich) • Core business mission of his unit and core products had not yet been agreed upon from the top Faced with these constraints, M.K. went outside the CAP curriculum • He analyzed “megatrend” in the American market • Pinpointed areas for the potential market penetration He initiated contact with consultant & industry analysts, • Attempted to gain the skills necessary to play the role of consultant in his own division • Compare his division against specific criteria (business plans, strategy, and expectations)
- 15. Return to Munich Selected 5 potential products (North America) Teambuilding ◦ Created teams for build up & marketing strategy for 5 potential products ◦ Decision were debated in team Communication conflicts with Toronto ◦ Unawareness of change at Munich ◦ Invited 4 members from Toronto to Munich ◦ Created shared vision for imaging company 4 Questions for team • What's our product strategy? • Who‟s our target market? • What organization should do to fulfill the vision? • What channels do we need to utilize?
- 16. 1- Background 2- SNI Change Agent Program 3- Return to SNI 4- Steps Ahead Ulrike Von Manteuffel
- 17. Ulrike Von Manteuffel Background She worked in project management within the BS 2000. Act as a mediator b/w groups of product development and manufacturing. Manteuffel attended Hannover meeting.
- 18. SNI Change agent program Goal of project was closely met to customer needs. In past , they never give attention on their customers. Collaboration with GRAU purpose of collaboration was to work on the issue of computer networks .
- 19. Continued… Personalities who were sponsoring for change agent program Dr.Arno Zeyn Technical sponsor Dr. Brackerman Mantuffel’s business leader Dr. Rogge Executive sponsor
- 20. Return to SNI Manteuffel was enthusiastic about her experience in change agent program On her return to Germany, she found a very warm welcome from their colleagues. At the same time, Manteuffel learned project was „killed‟ in her absence.
- 21. Problems in SNI Slow information flow Inadequate communication Low morale disrupting innovation & enthusiasm.
- 22. Schulmeyer sets 3 objectives Culture change is mandatory Three objectives • To achieve improvements in performance & results Change the behavior • To achieve operational excellence Change Work Systems •Be customer Oriented . Ensure Better services Change processes
- 23. Project Challenges Collaboration with Grau was no longer possible ◦ She had to explore new potential partners and she succeeded. She was flexible about methods to be used to accomplish the project‟s goals Fostering Continued Culture Change Friday Forums
- 25. CASE SITUATION(A): A LARGE SIZE PAKISTANI COMMERCIAL BANK CASE SITUATION(B): A LARGE SIZE GOVERNMENT AGENCY
- 26. Case situation(A): A large size Pakistani commercial bank Issues: High intermediation cost Inefficient branch network Poor coordination Manual operations Leadership competence No focus on customer Large size stuck up loans Political influence
- 27. Case situation(B): A large size government agency Issues: Poor quality of work Delayed completion with cost escalation factors Leakage and corruption Low competence of tech staff Accountability weakened over the years
- 28. Case situation(B): A large size government agency Issues: Poor quality of work Delayed completion with cost escalation factors Leakage and corruption Low competence of tech staff Accountability weakened over the years
Hinweis der Redaktion
- Begin his professional career at Siemen AG in 1984Worked in commercial administration department in Hannover for just two years before moving to Bielefeld. There he concentrated on sales, working his way up from Sales Assistant of the technical department to Sales Manager for public sector accounts.This experience led to his appointment as the Sales Manager for international region during the 1990 merger with Nixdorf. At that time, he relocated to Munich, where he concentrated on international marketing and informational support for SNI’s Applications Software unit.Two year after the Siemens- Nixdorf merger, Meyer Koniw was appointed to the TARGET project team, a program headed by McKinsey that aimed to increase the efficiency of the sales force and secure competitiveness for SNI’s domestic operations. Through honored to be a member of the Board-appointed team, Meyer Knonow was disappointed at the lack of cohesion in TARGET, which was not integrated into a company-wide change program closely enough.
- Next assignment as the international sales head for office automation solution He called this “Complete different stage” in the evolution of change at companyMeyer Konow hoped for real and sustained change occurring at SNI (its potential in the marketplace) it was an integrated approach that emphasized and encouraged the contribution of every employee to the success of company.He felt it could lend the direction to a company that was drifting after years of losses and employee malaise or even more room for optimismChange Agent Program concept was introduced at hannover-IMeyer Konow recognizes it as the means through which he could channel his enthusiasm for change and revitalization SNI. Decision to apply it was a very difficult oneHe had gotten married only five weeks earlier so the timing of the three months program was not ideal.The application process was very competitive. From the 1200-members Application software Unit , 20 members attended the Hannover 1 meeting. Although each of these 20 employees were eligible for the Change Agent Program, there was only one available business leader, Dr.Pge, head of the Application Sotware unit at SNI.
- Goal was to improve international market competencies at SNI. intended to built up the software business (targeting selected products to the North America)Project of Meyer Knonow was to establish a business plan for products that would be marketed in AmericaMeyer Knonow cited problems with defining the scope of his project. Before he left for Boston, Meyer Knonow was able to define the project only in rough detail. Beside confidence about commitment and consideration of Dr.Page, support for the project itself was “not so committed as it should be”. He explained that Pages’s unit was a trouble spot for SNI at the timePage was occupied with crises and baselining within his own responsibilities as manager. it was difficult for page to focus on Meyer Knonow new initiatives in America. Now it was clear to Meyer Knonow that Page expected the Change Agent Program to benefit his division. Meyer Knonow recalled, “Page said right on the spot, ‘Well, now I invest in you, and you are going to return my investment’”.
- SNI applications software business grew according to his plan Meyer Knonow benefited greatly from the change agent program’s american baseHe had attended high school in the united states and had and IInterest in relocating in America as The management and personal skills to SNI to tackle the project were well addressed by CAPCase studies discussed on different strategies of change Highlighted the need to focus products to the marketThis diluted the point of the culture change program, which focused not only on the skills and attitude behind a corporate turnaround, but also on the attainment of 20 very specific project goals It made difficult for the Change agent’s projects to get attention from their executives sponsors during the course of the programThe change agents were in Boston, While their sponsors were busy with other priorities in GermanyMeyer Knonow learned the problem that Defining objectives and priorities Managers’ commitment
- Implementation (week-13)implementation of his project occured in AmericaThere were difficulties in securing support and communication from management at headquarters in Munichresources and connections would be invaluable once he returned to Germany he was determined to begin this process, The systematic base lining procedures being performed on his unit at home were not yet completed. Core business mission of his unit had not yet been agreed upon from the top , and that the core products had not yet been defined. Faced with these constraints, Meyer Knonow went outside the CAP curriculum to do whatever he could to prepare himself to hit the ground running once he received more information from home. He analyzed “megatrend” in the American marketpinpoint areas for the potential makret penetration without concentrating on any specific product line.He began to initiate contact with consultant and industry analysts, connections which he hoped would form an invaluable social network upon which he could relay during the implementation stage. successful in creating “a base” in this networking attempt, But acknowledged that a lack of definition of his product priorities constrained him.Attempted to gain the skills necessary to play the role of consultant to his own division. Towards this end, he examined the criteria used by venture capital firm to evaluate start-up companies. Used this information to compare his division against specific criteria for business plans, strategy, and expectations.