How is the hottest Siemens innovation organized

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Siemens: how is innovation organized?

Xiao Wang is a designer of Siemens. Like other employees, he has had an impressive experience. When he joined the company, the most important part between him and you was the training of the holding subsidiary Zhongwu Hongyu's high-energy ion beam 3D intelligent spray welding equipment and cermet products, which began to be implemented and used in batches. The training course was to watch a unique film - when the film passed through in the form of science fiction, such as national industrial policy issues, inadequate management issues, market changes, etc., it returned to the beginning of Siemens' entrepreneurship. There is a scene: in 1840, Mr. Werner Siemens, an ordinary officer, was imprisoned for participating in a fight. But even squatting on the cold and damp floor of his cell, he was still obsessively playing with his beloved gadget. During his imprisonment, the "underground research" led him to invent silver plating and gold plating technology. The fire of innovation sown by Mr. Siemens at the beginning of entrepreneurship will continue to illuminate the eyes of the world for more than a century

For more than 150 years, Siemens has almost become a synonym for scientific and technological innovation, with epoch-making inventions such as pointer telegraph, generator, first electric locomotive and high-purity silicon engraved on its innovation monument. In 2001 alone, Siemens invested 6.8 billion euros, and more than 57000 researchers made 9060 inventions and submitted 6330 patent applications, becoming the largest patent applicant in Germany and Europe

what forces support Siemens' sustainable innovation? And let the spirit of innovation be passed down from generation to generation for more than a century, and gradually develop into the enterprise spirit of Siemens? How to effectively implement innovation? Siemens' answer is: it must be implemented in a specific organizational system

establish a large-scale innovation organization

there has been a dispute about how to establish a large-scale organization, whether it is "decentralized" or "centralized". Finally, Siemens decided to set up a number of higher-level R & D centers in the parent company on the basis of retaining the respective R & D institutions of each branch company. Each center undertakes basic research in a certain field and provides the research results to all relevant departments of the company

Siemens' research institutions all over the world are the best proof of large-scale innovative organizations. 4. Maximum overall dimension: 905 × five hundred and ten × 870mm bright. Xiao Wang is a designer who works in the Shanghai R & D center. He describes this kind of "global collaboration" work as follows: the concept of German designers, the mechanical design in Shanghai, the combination of software and hardware in Beijing, and the production of factories in South America, each link is closely linked, and the daily progress should be synchronized with Germany and Beijing through the SAP system. When the progress is very urgent, we have to immediately send designers to Germany to communicate, or ask Germany to send someone over. He deeply realized that "designing in Siemens is actually just a member of the global team!"

by establishing a global innovation organization, it not only ensures the universal applicability of products, but also greatly reduces the cost and failure rate of innovation

borderless innovation system

Siemens' innovation system is not limited to the R & D department. Within the company, innovative suggestions from employees in all departments are collected through the "3I plan", and bonuses are awarded to employees who make suggestions. The three "I" are: "ideas, passions, and initiatives". The goal of "3I plan" is to let every employee continuously tap their potential

outside the company, no matter who has innovative ideas and plans related to Siemens' core business areas, Siemens venture fund plan will help them establish "seed enterprises" through three institutions, namely "Siemens technology accelerator" STA, Siemens technology transformation center and "Siemens mobile communication technology accelerator", And provide it with the capital and technology needed for innovation. Our experimental machine can stand the test of technological resources

roadmap to open up the process

the key to successful innovation is whether a reasonable "fast track" can be established, so that good ideas can get enough funds immediately and produce results in the shortest time at a reasonable cost. Siemens calls this process "innovation acceleration process", which includes four main steps:

screening stage: discuss the plan with innovative employees (or external innovators) and screen according to the needs of western company

concept stage: test the technical feasibility; Form a detailed business plan; Send invitations to all partners led by Siemens related enterprises

realization stage: the final business plan formed; Talk with key customers and strategic partners; Submit demonstrable product samples; Appoint team members

start up stage: the legal person structure is finalized; Obtain the trademark and patent license authorization of Siemens; "Siemens technology accelerator" injects funds into seed enterprises

"innovation acceleration process" and "Siemens technology accelerator" jointly outline the road map to success. Innovators who follow this route can quickly enter the role and get the support of Siemens technology accelerator, which greatly increases the probability of success. (end)

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