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发表于 2006-6-13 10:24:40| 字数 4,731| - 中国–江苏–镇江 电信
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Business partnering—a driving force for innovation
Klaus Wucherer
Abstract
Win –Win situations are used and also created by companies which cooperate with each other, complement each other on a synergy basis and work together fairly and competently. Today, business partnering has therefore become a key qualification for companies. This should not depend alone on the commitment of individual persons.
This article describes how Siemens has organized its company, services and products using partnering solutions and how it has installed this concept as an intrinsically dynamic process. Thanks to institutionalized partnering, B2B interfaces have been established to form a rational alliance, offering benefits to all involved, and can be used regardless of the size of the company. These offerings generate Win –Win situations themselves—and provide individual employees in large companies with a structural framework for a personal partnering initiative.
Keywords: Cooperative R&D; Partnering; Innovation; Alliances
1. Business partnering—a driving force for innovation
1.1. Siemens as partner
Siemens, founded in 1847, now is active in more than 190
countries, has almost 160 years of experience in international
markets, and currently employs approximately 430,000 people.
Product development and manufacturing are centered on
Europe, the U.S. and Asia. Siemens is the global market leader
in several business sectors such as automation and drives.
For Siemens, business partnering is one of the most
important, if not the most important, strategy for improving
and securing market positions. For us, business partnering is
not restricted to cooperation with selected partners, but is a
basic corporate attitude that imbues everything from strategic
alliances to day-to-day contact with users. This basic attitude
also characterizes the design of our products, systems and
services, and not least the structuring of the company into
self-contained divisions that are clearly understandable for the
market. Their cooperation with each other within the
company follows the same partnership principles as cooper
ation with our customers and suppliers who we regard in
every way as partners.
The ability to cooperate has always been one of the skills of
all Siemens management generations because win–win situations
only arise when the possibilities and requirements of
cooperating companies are combined, and these can only be
tapped and exploited economically in partner relationships.
Partnership here means:
. Taking fair account of the interests and potential of all
participants,
. Committed and sustained pursuit of common goals,
. Long-term expansion of the commonly created and
exploited win–win situation to strengthen all involved.
1.2. All corporate levels
If you initiate a cooperative partnership, you must be
convinced of the sense and purpose of the partnership.
However, it has been shown time and again that it takes more
than just the will to cooperate of the management levels of the
participating companies to fully exploit the potential of win–
win situations in practice. Those carrying out the policies in
the participating companies must be just as informed and
convinced of the benefits of and need for the cooperation, and
they must also be capable of implementing the cooperation.
This requires a continuous and maturing culture of mutual
cooperation at all levels of the participating organizations,
right down to the product level. It is thus obvious that while
the decision in favor of a cooperative business attitude is an
initial and important step towards business partnering, it does
not in itself guarantee unconditional and immediate success.
Partners must prove themselves, make sure they qualify as
partners and practice being one.
In the 160 years of experience in international markets, fair
cooperative business relationships have always been part of the
Siemens corporate culture. However, since the beginning of the
1990s, Siemens has been following such an orientation more
selectively, more consistently and for the long term.
It has been proven that the benefits for the users and end users
of our products, systems and services can only be maximized by
taking a thoroughly holistic view that includes the entire creation
and use cycle of a technology, a system or a product, right up to
disposal. This maximization of user benefit is crucial to success.
Only this results in the best possible return on investment for the
user—and secures the vendor’s market position. This has been
the experience of many Siemens divisions during the course of
the company’s history, including the Automation Group.
1.3. From fighting for survival to the world leader—through
cooperation
At the height of the crisis in mechanical equipment
manufacturing (around 1993), ever-decreasing sales figures
forced mechanical equipment manufacturers and automation
equipment vendors to develop new, workable strategies.
Personally backed initiatives for visionary cooperation guided
not only Siemens and the participating partner companies out
of the crisis. The shared aim of countering unit cost price
dumping with optimized lifetime value provided German and
European mechanical equipment manufacturing with a strategy,
still valid and workable today, that opened up new
prospects for the future. By constantly optimizing the benefits
and added value of our systems, the Automation and Drives
Group is today’s global market leader in the automation of
machines and plants (Fig. 1).
[ 本帖最后由 TCFNT 于 2006-6-13 15:25 编辑 ] |
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