Case Study: Knowledge Sourcing in Daimler-Benz

Somchai Ruangpermpool Tresor Ngassa

Outlines ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Daimler-Benz History ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa Formally merged on June 28, 1926 becoming Daimler-Benz and agreed that, all the factories would use the brand name of Mercedes-Benz on their automobile.

[object Object],[object Object],Daimler-Benz History (cont.) Tresor Ngassa

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],DaimlerChrysler 2006 Figures Tresor Ngassa

Daimler-Benz Corp. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

R&T adjustment 1980s-1990s Tresor Ngassa Time Business Situation/Strategy R&T Adjustment 1980s – Early 1990s ,[object Object],[object Object],[object Object],[object Object],[object Object],Middle 1990s ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

R&D in Daimler-Benz Organization Chart Tresor Ngassa

R & D in Daimler-Benz ,[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

R&T department Overview ,[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

R&T Department The Organizational structure Tresor Ngassa

R&T Projects Types and Financing sources Tresor Ngassa Corporate Projects Business Units Projects

R&T Activities Projects types ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

R&T management : How to make it works ? ,[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

R&T management : How to make it works ? ,[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa Project Management Corporate Culture Supporting Technology

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],R&T management : How to make it works ? Tresor Ngassa

First core process The main goal ,[object Object],[object Object],[object Object],Tresor Ngassa

Three Vectors model Tresor Ngassa

Problems and Solutions in R & T ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Problems and Solutions in R & T (cont.) ,[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Problems and Solutions in R& T (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

R&T Functional Organization Tresor Ngassa

R&T Department Classification of Projects Tresor Ngassa Project type Project volume Number of projects Approved by Reviewed by A projects > DM 16 millions ~30 CTO, KAMs, other R&T directors CTO, KAMs, other R&T directors B projects DM 5-16 millions ~ 100 KAM KAM C projects <DM 5 millions ~ 240 KAM Lab Director

International research expansion ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Global R&T Management Major Issues ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

R & T Organization Special features ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Technology Monitoring ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Technology Monitoring Six Step Process Tresor Ngassa

Technology Monitoring Six Step Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Technology Monitoring Six Step Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Technology Monitoring Six Step Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Technology Monitoring Six Step Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Technology Monitoring Six Step Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Research Project Coaching ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Circle Member Group ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Circle Member Group Tresor Ngassa

Exchange Group R&T Tresor Ngassa

Exchange Group R&T Benefits and Financing ,[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Research Audits ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Research Audit The process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Tresor Ngassa International R&T Sites Location ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Activity of International Research Site ,[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

International Research Sites Representing & Monitoring Original Research Hot Spot Market Proximity Tresor Ngassa

Natural Evolution of International R&D Sites Tresor Ngassa

Listening Posts ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Tokyo Listening Post (1990) ,[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Tokyo Listening Post General Information ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Tokyo Listening Post Basic Monitoring Keeping Track of daily life in Japan Outcome : A Newsletter Tresor Ngassa Sources Entities monitored Newspapers Automobile manufacturers Press conferences Automobile suppliers Annual reports Industry associations Research reports Research institutions Conferences Governmental agencies

Tokyo listening Post The Newsletter The process of the newsletter Tresor Ngassa

Tokyo Listening Post Additional Projects ,[object Object],[object Object],Tresor Ngassa

[object Object],[object Object],[object Object],[object Object],Tokyo Listening Post Cultural/Country specificities Tresor Ngassa

Boston Listening Post ,[object Object],[object Object],[object Object],Tresor Ngassa

Moscow Listening Post ,[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Moscow Listening Post The results ,[object Object],[object Object],[object Object],Tresor Ngassa

Moscow Listening Post Cultural/Country specificities ,[object Object],[object Object],[object Object],Tresor Ngassa

Establishing Listening Posts Lessons Learned ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Listening Posts Reviewing the efforts ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Research Centers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Research for local development support ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Research for technology sourcing Daimler-Benz R&T center in Palo Alto ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Research for technology sourcing Daimler-Benz R&T center India ,[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Daimler-Benz R&T center India How It Works? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

International R&T Five Ideal Structures Tresor Ngassa Configuration Organizational Structure Behavior structure Ethnocentric centralized R&D Centralized R&D National inward orientation Geocentric centralized R&D Centralized R&D International external orientation Polycentric decentralized R&D Highly dispersed R&D, Weak center Competition among independent R&D units R&D hub model Dispersed R&D, Strong center Supportive role of foreign R&D units Integrated R&D network Highly dispersed R&D, Several competence center Synergetic integration of international R&D units

International R&T Five Ideal Structures Tresor Ngassa Daimler-Benz configuration

competition cooperation high low Dispersion of internal competencies and knowledge bases Polycentric decentralized R&D Integrated R&D Network Ethnocentric Centralized R&D Geocentric Centralized R&D International R&T Structures Classification Tresor Ngassa

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],R&D hub model Tresor Ngassa

What we have learned Organizational Structure ,[object Object],[object Object],[object Object],Tresor Ngassa

What we have learned Project process and Management ,[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

What we have learned Knowledge acquisition and sharing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

What we have learned Reviewing and Auditing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Conclusion ,[object Object],[object Object],Tresor Ngassa

Conclusion Merge with Chrysler ,[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Lessons Learned Applicable for other countries? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Tresor Ngassa

Case Study: Knowledge Sourcing in Daimler-Benz

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Case Study: Knowledge Sourcing in Daimler-Benz