The Change Agent Program at Siemens Nixdorf

Group Members: Jarrar Haider- 056Faizan Anjum -101

Saleha Hashim - 155Zunaira -102Date:

Tuesday 2 May 2023

Table of ContentBackground 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

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

Background of the company

Largest IT company in Europe ◦Split in late

1990s

Products of SNI

• PC• Main

frames• Software's

and• Support

services

SNI facing crises-losses continue

Losses ever since

merger

Sales stagnant

In 1994$ 8 billion 39000 PPI $ 350 million net loss

Problems diagnosed

Slow to adapt to market

realities

High competitio

nRigid

culture

Gerhard Schulmeyer join as CEOHis 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

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.

1-Background2-Hannover-I and the Change management Decision3- Project: Targeting The American Market4- Return to Munich

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Andreas Meyer Knonow

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

Hannover-I & the Change Agent DecisionNext 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

Project: Targeting the American MarketGoal 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

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

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)

Return to MunichSelected 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?

1- Background2- SNI Change Agent Program3- Return to SNI4- Steps Ahead

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Ulrike Von Manteuffel

Ulrike Von ManteuffelBackgroundShe worked in project

management within the BS 2000.Act as a mediator b/w groups of

product development and manufacturing.

Manteuffel attended Hannover meeting.

SNI Change agent programGoal 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 .

Continued…Personalities who were sponsoring for change

agent program

Dr.Arno Zeyn

Technical sponsor

Dr. BrackermanMantuffel’s business leader

Dr. Rogge Executive sponsor

Return to SNIManteuffel 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.

Problems in SNI

Slow information flow

Inadequate communication

Low morale disrupting innovation & enthusiasm.

Schulmeyer sets 3 objectivesCulture change is mandatoryThree objectives

•To achieve improvements in performance & results

Change the

behavior•To achieve operational excellence

Change Work

Systems•Be customer Oriented .

Ensure Better servicesChange

processes

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 ChangeFriday Forums

Steps Ahead

Define short term gains

measureable

Increase Involvement

Reward employees

CASE SITUATION(A): A LARGE SIZE

PAKISTANI COMMERCIAL BANK

CASE SITUATION(B): A LARGE SIZE

GOVERNMENT AGENCY

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

Case situation(B): A large size government agencyIssues:Poor quality of workDelayed completion with cost

escalation factors Leakage and corruption Low competence of tech staff Accountability weakened over

the years

Case situation(B): A large size government agencyIssues:Poor quality of workDelayed completion with cost

escalation factors Leakage and corruption Low competence of tech staff Accountability weakened over

the years

Thanks You !