Summary

Siemens was originated in 1847and it is one of the largest technology companies all around the world.The name of the company stands for the innovation, engineering excellence for reliability and quality, for human drive and creativity and for financial stability and solidarity, lastly,for good corporate citizenship. The vision of the company has been defined as a path to build a successful future. In order to make this vision a reality, the company is still leveraging the strengthsof nearly 351,000 employees in more than 200 countries throughout the world. The company has recently generated €76.6 billion in the fiscal year 2016 (Imprint_Privacy_policy., 2017).

To be able to quickly and efficiently offer digital products, the company has combined the platform of technology in its central corporate technology and R&D department. The company has committed itselfto become a renowned digital company because expertise in terms of technology is no longer be enough to ensure success. The ultimate aim of Siemens is to foster the company’s culture as well as ownership culture. Siemens has defined new ways to accelerate the growth of the company as the company have taken new and innovative approaches in order to gain the excessive market share.

Extensive progress has been made by digitalization, it is still in its infancy. The power of internet, storage capacity and data transmission rate of the microchips will going to be increased thousand fold. The everyday lives will not only be transformed bydevelopment, but the entire global economy. Over aperiod of time, Siemens has successfully developed an extensive experience in the fields of innovation, automation,intelligent infrastructure and electrificationareas. The company has transformed the value chain from design and production to maintenance.

Digitalization at Siemens Harvard Case Solution & Analysis

The CEO of Siemenswas contemplated to take the initiative of digitalization. Siemens believed that the manufacturers are equipped to respond and initiate disruptive innovation with digital knowledge of threats. Siemens had to make the digitalization strategy because the impact of digital technology on the business units influenced the CEO along with his team to put digitalization as the key and core corporate strategy.

Siemens’s strategy was based on the specific and limited offerings of the business units due to which, the threat of losing the influence with acentralized approach has triggered the company to formulate a new and highly innovate approach that would make the company able to take a part in the race of the digital world. Since digitalization has changed our society and economy, Siemens shaped these changes and developed the right business models and corporate strategiesthat would provide a chance of emerging as a true player.

Siemens has opted for the push and pull strategy for the analytics platform which have allowed the business units in the creation rather than platform conceptualizing centrally and then afterwards imposed it, on the various business units.

The second IT revolution was launched in 2010 at Siemens, the automation divisions commenced to make more investment for the digital future. Ronald Busch changed all the business models when he was appointed as CSO in 2008, he decided to be at the forefront of such revolution. He took a viewpoint from the industry, energy and infrastructure divisions regarding opportunities and threats, after receiving the views, he decided to shut the doors to IBM for some time.......................

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