Siemens Case Study
What If Method??
External Stake Holders
Group Members
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Rukmani
Jyot
Nileshwari
Jinal
Vaishali
Jason
Riddhi
17
25
27
31
35
41
51
What is What If Analysis
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Identifying the stakeholders
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SCOT Analysis in terms of the stakeholder in question
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What If Scenario and its explanation
Stakeholders
WHAT is What IF??
o
Taking as a given that an event has occurred and
then explaining how to go about it
o
It generates qualitative description of potential problems:
1.In the form of questions and responses
2.Lists of recommendations for preventing problems
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Ensure that appropriate safeguards against those problems are
in place.
Steps for What If Method
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Define The Activity
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Define the problems of interest
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Create What if Questions
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Respond to What if Questions
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Use the results in decision making
Contd..
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Most Common uses: Any type of risk assessment application
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Occasionally used alone, mostly clubbed with other methods
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Limitations:
1. Likely to miss some potential problems
2. Difficult to audit
3.Traditionally provides only qualitative information
Synopsis of the case
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1990 merger of Siemens & Nixdorf which formed SNI
Products sold only in Germany & weak base in Asian and North
American Market
Slow in responding to market changes
New CEO wanted a radical change in culture
Culture Change: 1st Phase: Giving employees a voice in defining
new culture-13 week programme at US.
2nd Phase: Giving customers a voice- customer’s
recommendations & ideas and
3rd Phase: Giving partners a voice looked for new ways to
reinforce & expand the areas in which they work together
SCOT Analysis-External Stakeholders
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Strengths: Company’s goodwill, Broad Range of Products, Strong
Technological Focus
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Challenges: To build a customer base in Asian & North Asian
Markets
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Opportunities: New CEO wanted the organization to become
customer driven and responsive to the market, Change in their
processes to emphasize the customer and to ensure primacy of
customer service.
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Threats: Slow response to market changes which resulted in low
product differentiation which posed a threat of loosing existing
customers
Problem Areas Identified
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No Individual goals for Change Agent were set - CA were not made
aware that how their accomplishments will benefit the organization
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Objective was not time bound: Each change agent should be given
time for return on investment after which they should be removed
from position of CA and a new promising person needs to be
appointed
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Productive time was lost as CA were sent for the programme
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Implementation was not appropriate
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No Evaluation of the programme was done
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Bureaucratic structure
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Company wide culture change programmed (dept wise)
What If?
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If Each change agent were given a stipulated time -This will help
to get return on investment.
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If Focus for training was on individual level- Would have helped
employees to match their objectives with that of the organization.
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If Business reengineering programme would be from any
promising Asian country -More practicality added to the
programme , which will help them to get a base in Asian country.
If Implementation was considered at all levels
1. Participant: Monitoring of acceptance of change would be easier.
2. Business unit: This will help to train that department first which is
most impacted by the change.
3. Organization: Helped to create road map for post programme
implementation.
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What If?
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If they operating in markets which are very dynamic where
change happens rapidly: SNI needs to appoint full time
market surveyors who can analyze the market conditions and
accordingly provide update beforehand to the department
which will be impacted the most.
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If SNI had done analysis of top Computer manufacturers in
the Asian & North Asian countries: This would have helped
them to plan their change management more effectively and
help them to find out the specific areas where they need
changes.
Thank You