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.
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
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
Notes de l'éditeur
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.