Introduction

A conglomerate company with corporate structure, As of September 30, 2014,

we had around 343,000 employees worldwide. Orders totalled 78.4 billion and
revenue from continuing operations was 71.9 billion in fiscal 2014, which
started its journey 1847 by Werner and Johann Georg Siemens along with Johann
George Halske from Berlin. Starting with small precision engineering workshop
for telegraph systems, with the progress in global technology, began their
involvement and as well expansion in operational sectors and demographics, in
laying telegraph lines, railway lines, elevators, and further expanding to medical
diagnostic devices, house hold and communication device manufacturing, with
the innovation in technology most of the functions started using data interface.
Also by 1988 they started involving their self in financing, investment, treasury
fund management, insurance, real-estate, etc.,

Evolution of Share Net Heading for Knowledge-Guided Networks

More and more companies are realizing that the way they manage knowledge is
a major factor affecting their competitiveness - the bottom line which inspired
Siemens to transform, diverse and innovate in the Knowledge Management, as
part of the sustainability and to lead the global competition with the quickly and
radically changing telecommunication industry, decided to become a complex
customer-oriented organisation that provides the customised solutions and
service, for the new skills and new mind-set in 1998 underwent a significant
restructuring within and by merging into a new group called Information and
Communication Networks (ICN) with 65K workers in over 84 countries, with
17K sales and marketing staff generating revenues of 12 Billion Euros.
The major objective for business success was to have a globally shared
knowledge library. As it was clear telecommunication market around the globe
was at vast stages of developments. So at ICN they segregated the markets and
positioned the countries in tow-dimensional graph based on the their stage of
economic development and the development of its telecom landscape-its
regulatory environment, which helped them realize the countries in same market
stage would have similar telecom needs, with the progress in their development.
This modelled the development of centralised management system virtual
bullpen that can access the knowledge sharing globally, But the Challenges
were many, as it was essential to avoid it becoming another typical knowledge
management tool failure with just a document depository. As most KM
systems were focused on codified knowledge due to the convenience of
transference through database, reports or documents, omitting any
consideration of tacit or experience based knowledge which is transferred
through social interactions, so the goal was to develop a system that capture
both, contributing a technology solution object required answering questions
generalised questions and specific urgent requests. All based on the
combination, the knowledge library, the urgent request hotline, and various chat
and community boards that make a live interactive tool that exchange ideas
from all knowledge banks, adding dynamism, enabling everyone contribute their
ideas from around the world, facilitating - Urgent inquiries can be answered via
ShareNet within a few hours. Someone is always available within the system

Successful knowledge management, reduces costs and safeguards jobs.

Share nets influence on revenue generation is conspicuous after couple of years
of its installation but its majority share in revenue generation through knowledge
exchange is from emerging economics like China, Thailand in Asia and Hungary,
Poland in Europe the reason behind this was in developed world they have
already established knowledge sharing methods through other means but the
emerging economics lacked it.
Key Challenges Faced:
1.
2.
3.
4.
5.

Poor system performance

Willingness to share the knowledge
Language and system of sharing the ideas (input and output parameters)
Changing environment
Valuating the accountability.

To manage and improve the system performance Sharenet chose a new system
partner ArsDigita resulting with the development of customized version of its
community server software, to increase the awareness and improve the
willingness to share the knowledge various kinds of incentives and motivational
programs were conducted like Bonus-on-Top, ShareNet shares, KGB
Activities, RDC Workshop, etc., even in 2000 the they did set up to help shift
ICN to a service-based organisation, but still to cope-up with the environmental
changes and exist from the competitions emerged during 2001-2, major
decisions and changes were to be made, as result in January 2002 ICN
underwent a reorganization, which placed itself under a department called
Competence and Knowledge Management, run by the newly appointed
Widuch. Still more was the business challenges, long term plans parallely
proportional with the faster cycles of business environment How can ShareNet
help in this new environment? in bridging ShareNet more explicitly to ICNs
strategy.
Though ShareNets potential impact was not just limited to within Siemens, they
are recognised globally by various awards including one from the prestigious
American Productivity & Quality Centre. ICNs long term vision for ShareNet knew
no boundaries, with plans to designing a system that allows ICN to have the
advantage of being a global company by designing a system to do this called
PeopleShareNet though ShareNet remains the lasting asset. It is necessary to
avoid this knowledge as wasting asset as the business and technological
environment changes.
To find the solutions it was much essential to find and fix the organisational
boundaries and to have ShareNet with in ICN (Siemens) which more to be the
strategic decision that ICN has to take.
Recommendation:
We suggest that ICN can transform PeopleShareNet as an open community
platform extending its resources outside ICN(Semens), that allows knowledge
sharing is made possible much explicitly and accessible globally by everyone,
that can benefit everyone who takes part and shares their ideas, but for which
specific strategic system to be developed that addresses the concerns of security
and returns that analyses the values of ideas shared.

Bibliography:
About Seimens. (2015, March 01). Retrieved from Seimens:
http://www.siemens.com/about/en/
Seimens Annual Report 2014. (2015, March 01). Retrieved from Seimens Global:
http://www.siemens.com/annual/14/en/download/pdf/Siemens_AR2014.pdf
Seimens at a Glance. (2015, March 01). Retrieved from Seimens Global :
http://www.siemens.com/annual/14/en/download/pdf/Siemens_AR2014_Ata-glance.pdf
Seimens KM. (2015, March 01). Retrieved from Seimens Global:
http://www.siemens.com/innovation/pool/en/publikationen/publications_pof
/PoF_Spring_2004/Knowledge_articles/Knowledge_Management/PoF104art
15_1178495.pdf
Siemens Company Presentation. (2015, March 01). Retrieved from Seimens
Global: http://www.siemens.com/press/pool/de/homepage/Siemenscompany-presentation.pdf

Exhibit: ShareNets Knowledge-Object statistics showing the benefits with

categories involved and the returns they earned which can explain the
potential of the knowledge sharing.

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