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Siemens ShareNet:Building a Knowledge Network

M9901002 林孟儒 M9901106 莊英林M9901108 李明叡 M9901204 李晏慈

Contents

The Future of ShareNet

The Core Idea of Siemens ShareNet

ShareNet Takes Shape

Boot-strapping the Network

ShareNet Share

Discussion

Background● Start-ups needed Siemens’s technology

(products)● Consult about how to use these products● Had to record experience of 65000 ICN

workers (what form?)

Background (Cont.)Poor reuse of customer solutions

Best-practice sharing in sales was nonexistent

ICN had relied on centralized flows of information

Past problems

Global community

of knowledge

Best-practice sharing

The Core Idea: A Global Knowledge Network

Focus on sales and marketing staff

Codified part

Tacit part

Personalized part

Designing a

system

Knowledge Library

Sharing knowledge

Urgent requests Bullpen

Platform: knowledge library

Knowledge Library (Cont.)

ShareNet

Interact

No time & place limit

Dynamic

ShareNet Takes Shape

ShareNet start working

Ready for launch

The ShareNet team chose a new technology partner

Develop the first version of the system

There were two ways we could go about developing the technology

Select the members of core ShareNet team

Boot-strapping the Network

1

2

3

Trying to get the word out

Holding two- to three- day workshops in the local countries

Doring’s group employed a number of dedicated ShareNet consultants

ShareNet ShareCreating incentives for use

• Points exchange, list top 50, gifts depend on points

• Enhance quality of contributions, user judgments

• Limited time promotions Special objects & double share points

• Access managers’ efforts• Potential benefit

Telecommunication system Pilot broadband network

ShareNet Share (Cont.)Extension function in R & D of ICN

• Reframe from… Product development Design phase Knowledge contributor

• Implement with one coach in each area• R & D ShareNet

2002/02： Launch & Daily monitoring 2002/04： Virtual workshop underway 2002/06： Virtual workshop online

The Future of ShareNet● Economic environment change

● Layoff● Restructuring

● New challenges● Charge expenses from other divisions● Shorter product life cycle● One big club or split networks

Discussion1What are the difficulties associated

with developing knowledge management networks? Why are such efforts hard to realize?● 系統難開發● 打造知名度● 讓人們分享

Discussion2What has made ShareNet so

successful?● 推行獎勵制度● 強化議題吸引力● 管理者的角色扮演

What are the biggest challenges it faces going forward? How should these be addressed?● 開發者與使用者的溝通與共識● 使用者參與程度 -有報酬到無條件提供知識

Discussion3Should ICN’s five product divisions be

charged to use ShareNet? Why/why not?● 營運策略● 知識管理的價值不易評估

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