文献信息：
文献标题：Eternal enterprise management innovation of youth--Germany SIEMENS core competitiveness（创新管理永葆企业青春----德国西门子公司核心竞争力探析）
国外作者：Susan Daker
文献出处：The Wall Street journal, 2008, 57(7): 41-43
字数统计：英文7200单词，42252字符；中文14328汉字
外文文献：
Eternal enterprise management innovation of youth
--Germany SIEMENS core competitiveness
Abstract Siemens is picked to unceasing development, an international reputation, and constantly promote enterprise's core competitive ability, the system innovation of technology management, the innovative organization management, perfect management innovation talent management mechanism, these are the enterprise knowledge capital operation and content of the growing ability. This paper analyzes how to innovate the management of the construction of the core competitive power.
Key words core competitiveness; innovation; management
Germany SIEMENS (SIEMENS) Co., LTD is one of Europe's biggest electronics company, is one of the world's top ten electronic companies, is the world's fourth appliances manufacturers. Siemens company is the production of electronic and communication products, energy and industrial equipment, transportation and medical equipment integrated group company, business across Europe, the americas, Asia, Africa and Australia over 190 countries in the world, and with 39 factories, the
production of household appliance and communication products, are entitled to an international reputation. Siemens company in the long journey across two centuries, adhering to the founder Werner von Siemens "year 20,000 invention and innovation" the secret of success in the system innovation of technology management, the innovative organization management, perfect management innovation talent management mechanism, continuously improve enterprise core competitiveness of enterprise knowledge capital, content and operation ability is growing. Siemens practice again symbolise both: innovation is the life of enterprise, it can make enterprise of youth.
In 2004, Siemens company in the world "fortune 500 companies ranked first 21, annual operating income for 805.01 billion dollars.
A, Siemens brilliant innovation process
Siemens, founded in 1847, starting from the middle of the 19th century, along with the glorious throughout the 20th century, to cross the vigour into the 21st century. Siemens is the Siemens - Hal verkhoyansk telegraph manufacturing company, is billed as the "father of Siemens" Werner von Siemens and his partner John George Hal, only 10 people of small business.
Werner von Siemens era is undertaking development of Siemens company glorious period. Siemens company because of Werner von Siemens inventions rapid success. Soon, Siemens embarked on the international development of company, 1850 in Britain, Russia, 1855 in 1858 respectively in Austria, setting up an overseas branch. In 1890, Werner von Siemens retirement, Siemens company employees, including more than 5,500 reach half working abroad. In 1892, Werner von Siemens in Berlin, died at the age of 76. He left countless human inventions, left, left a great legacy of successful experience. Due to his outstanding contribution to humanity, is regarded as a European electrical world shining stars.
Werner von Siemens died after, successively by three of his sons as corporate leaders. In 1897, the family enterprise restructuring is a joint-stock company, renamed "Siemens and Hal verkhoyansk joint-stock company". During the first world war,
Siemens company lost almost all of the overseas assets, Werner von Siemens three sons Carl f reed richie, Siemens will rebuild the company successfully. Carl f reed richie changed direction of management, the company will be focused on electrical engineering company business, at the same time, cover all areas of electrical engineering ", "from the" of the enterprise of "field to withdraw. To 1939, Siemens company sales first breakthrough 10 million mark, and become the world's largest electrical company. During the second world war, the company was forced to increase production war supplies. At the end of the war, the company's most factories are destroyed, company lost about 80% of the asset. In the war, Germany Siemens industrial town - two of the western Ireland root and Munich began rebuilding.
Siemens has blessed by Carl reed, Siemens three brothers Ritchie the descendants of _ _ _, they are doctorate of technical experts and business management expert, adhere to develop new technology and innovation development. After world war ii, Siemens company with "the krupp" concern jointly established the federal republic of Germany's first nuclear physics research institute to develop nuclear technology. In 1953, Siemens has super purity silicon technology to develop the electronic technology and caused a revolution of electrical technology. Company sales increase year by year, 1951, mark for 10 million to 50 million in 1962 to mark. In 1966, renamed as Siemens LTD. In the early 1970s, Siemens has successfully developed telephone signal transmission system for communication, contributed to the modern business. In 1989, Siemens company adopts modern structure reorganization, formed the core business group, 17, in order to better adapt to the development of new field in the company. In 1990, Siemens company bought the computer corporation, become rich in the development of the personal computer market of Europe's biggest manufacturers.
In 1982, Siemens company started in modern China, in Beijing representative office, then opened in guangzhou, Shanghai, shenyang and added three local office. Two years later, Siemens company and Beijing international technology cooperation center was established cooperative technology exchange training center in Beijing. In 1986, Siemens will be the world's most advanced numerical control system was
introduced into China, with ordinary machine tools for leading products of Chinese manufacturers of sight. In October 1994, Siemens company established in China holdings, Siemens (China) Co., LTD. Was established in Beijing, as the subsidiary of Siemens company operating companies provide sales, marketing, human resources, information communication, e-commerce, procurement, finance, law and strategic planning services. Siemens company, including all the business branches of information and communications, automation and control, power, transportation, medical, and lighting and household appliances in China have set, including infrastructure construction and automation control is the core of Siemens company in China. After ten years of unremitting efforts, Siemens in China development is rapid, long-term total investment more than 5 billion euros, throughout the has more than 40 branches and representative offices, 26, 2001, Siemens in China's total sales more than 35 million euros. China has become a global and Siemens company in the asia-pacific region one of the pillars of the main business development.
Second, the innovation of management to promote their core competence
Winfrey harald and Gary hammel in classical "the core competitiveness of the company a first proposed" core competitiveness, said: "the company is just like a tree, the trunk and several main branches are the core products, a slender twigs is business units, leaf, flower and fruit belong to the final product to provide nutrients and trees. The role of supporting the root is fixed the core competitiveness of the company. Siemens is the innovation management "for trees provide nutrients and supporting the roots of the fixed effect". Innovative management has three kinds of interconnected different meanings: one is the management innovation, Two of the management innovation is, Three is innovative management. Siemens innovation management refers to the activities of "innovation", including technological innovation management, the innovative product management, management of innovative talents. Innovation is the further understanding of the development, innovation, development and sublimation aims to explore knowledge, promoting development, the premise is must have the correct thought method, scientific and realistic attitude, change new
courage. Theoretically, innovation, a social demand, market demand is the tension, Second is the development of science and technology enterprise itself thrust. The market demand is the main source of innovation of Siemens company. As human civilization and progress of society, consumer demand more advanced, more diversified. According to the change of market demand, an attitude is passivism that followed, an attitude is actively advance appropriately. Siemens company adopts advance appropriately in the market need, investigation and development needs, on the basis of the forecast on innovation talents and technological innovation, product innovation to produce new consumption habits, and consumer culture and adapt to the new marketing policy and market purchasing power, create new market demand, and formed a "market demand forecasting and technology innovation and product innovation and new consumption patterns and new market demand and market flexibility and new innovation idea" virtuous circle. Innovation is based on the objective need, existing production elements and existing conditions, technical combination produced a new leap, improve the production efficiency, innovative products for the enterprise value, enter the market more convenience for the final product for the customer, the perceived value for contribution, innovation achievements to imitate, competitors and promote enterprise's core competitiveness. Siemens in continuous innovation, and keep the enterprise in the cycle of vigor, though years and young.
1, Siemens heritage of innovation
In 1997, Siemens company publishes a book, the company called autobiography properties of the Siemens - 150 years, the splendid FengEr printed on a prologue, including such words: "in 1997, Siemens turned her first chapter in the history of 150 pages, it is a special moments in the history of celebration. Throughout the world, in the similar scale industry company, can enjoy so long and successful history of only a few a few home." Maintain and develop the Siemens by Werner von Siemens create technical invention and innovation, Siemens become human history and the era of electrical and electronic era coming photoelectric era.
Werner von Siemens life is brilliant, due to his outstanding contribution to
courage. Theoretically, innovation, a social demand, market demand is the tension, Second is the development of science and technology enterprise itself thrust. The market demand is the main source of innovation of Siemens company. As human civilization and progress of society, consumer demand more advanced, more diversified. According to the change of market demand, an attitude is passivism that followed, an attitude is actively advance appropriately. Siemens company adopts advance appropriately in the market need, investigation and development needs, on the basis of the forecast on innovation talents and technological innovation, product innovation to produce new consumption habits, and consumer culture and adapt to the new marketing policy and market purchasing power, create new market demand, and formed a "market demand forecasting and technology innovation and product innovation and new consumption patterns and new market demand and market flexibility and new innovation idea" virtuous circle. Innovation is based on the objective need, existing production elements and existing conditions, technical combination produced a new leap, improve the production efficiency, innovative products for the enterprise value, enter the market more convenience for the final product for the customer, the perceived value for contribution, innovation achievements to imitate, competitors and promote enterprise's core competitiveness. Siemens in continuous innovation, and keep the enterprise in the cycle of vigor, though years and young.
1, Siemens heritage of innovation
In 1997, Siemens company publishes a book, the company called autobiography properties of the Siemens - 150 years, the splendid FengEr printed on a prologue, including such words: "in 1997, Siemens turned her first chapter in the history of 150 pages, it is a special moments in the history of celebration. Throughout the world, in the similar scale industry company, can enjoy so long and successful history of only a few a few home." Maintain and develop the Siemens by Werner von Siemens create technical invention and innovation, Siemens become human history and the era of electrical and electronic era coming photoelectric era.
Werner von Siemens life is brilliant, due to his outstanding contribution to
humanity, is regarded as a European electrical world shining stars. Werner von Siemens, 1816 was born in hannover, as farmers to his parents for the university, living, 18 Werner von Siemens into Berlin artillery school. During study period, Werner von Siemens namely began his invention. Admission to the next year, Werner von Siemens developed by his silver plated metal, the same factory technology, by the German first plating department. He also invented XinBan printing, and made the first XinBan printer. After graduation from school, Werner von Siemens in Prussian army in scientific research, and continue to Berlin university. 1845, after graduation from the university of Siemens invented the telegraph, automatic concentres pointer, and soon was successfully trial-produced a powerful explosion cotton gunpowder. In 1846, he created the first Malay gum wire, solve the problem of insulation wire. The next year, he laid the wires from Berlin to grouse, underground line. October 1847, has become the second officer of the Prussian Werner von Siemens and mechanic John George Hal, created in Berlin, Siemens, Hal telegraph manufacturing company. Company a success, so Werner von Siemens off armour, develop his career attentively. We have to bear the Berlin between Frankfurt 500 kilometers long lines of communication engineering, and laid by the Russian government designated as "tsarist Russia telegraph system construction and maintenance contractors, and Britain and Austria's telegraph systems engineering, laid connects London and in Calcutta was 1.1 million kilometers of the indo-european telegraph lines, laid across the Atlantic submarine wires. 1848, Werner von Siemens invented the electric current and the destruction of the underwater mines etc, but also greatly developed into mine electrical distance measurement device, use electric manipulation of ships. 1866, Werner von Siemens discovered the principle of work, after generator tough test repeatedly, developed the world since the two "game" generator excitation. This is the second time the industrial revolution of core technology in the world, generator is widely used. Siemens therefore won the highest reward - French "medal of honor," and was the king of Prussia a peerage. 1867, Werner von Siemens invented the alcohol was set to many European countries as standard measure for long-term use, and made a contribution to the standardization work. In 1881, Werner von Siemens
successfully developed the world's first trolley.
In 1892, Werner von Siemens died. His deathbed Werner von Siemens asked his children to insist on "year 20,000 invention innovation" and "the benefit of human society" and the policy of successful experience, insists on exploring new technology and innovation development. The 1936 Olympic Games, for the world of Siemens company producing the first frame cable TV. In 1938, built the first image telephones and electron microscope. In 1953, Siemens has super purity silicon by the entire development process of electronic technology and electrical technology revolution. In the early 1970s, Siemens has successfully developed telephone signal transmission system for communication, the modern business contributed by a telephone, coaxial can simultaneously transmit signals, make telephone 108 million telephone networks on the road of completely automated. Siemens company developed using traditional photographic plate printing to create micro chips, reached advanced level. In addition, Siemens is innovation can make two colors out simultaneously in a piece of paper on both sides of the copy of the new duplicator, and with the Dutch philips company for cooperation and development microcomputer.
Siemens company always to the invention of technology innovation in all the work of the first, attaches great importance to scientific development, and the continuous research into real productive forces. The invention of Siemens company in the book, you can see a series of European and world first: the first phone automatically switches, first long distance telephone, the first generator, the first electric locomotive, the first electronic microscope, the first type... According to statistics, in all aspects of German electrical technology patent, Siemens company have accounted for more than a quarter.
2, the Siemens technology innovation management
Core competence is the enterprise in the long-term operation of the formation, unique, dynamic ability, to support the enterprise resources in the market of present and future development of sustainable competitive advantage, the core competitiveness of enterprise integrating resources and is the result of various aspects ability. Technological innovation management aims to strengthen enterprise research
and development (R&D). Enterprise is the source of enterprise development of R&D and the basic guarantee long-term competitive advantages. Corporate R&D capability include: R&D resources obtaining and using ability, development ability, the R&D achievements transformation ability, etc. Everything in the world is one of the generation, development and decline of the life cycle. As the economic organizations, enterprises should also experienced business period, rise period, the heyday, decline and bankruptcy perish life. Enterprise life cycle length of key business period, how to pass after rise period, accelerate the extended its heyday, postponed its declining period. As a resource and ability of the enterprise aggregation, must flowing into the new resources, and continuously improve the market operation and management ability, the party may have to maintain and extend the life of the enterprise cycle. Product and service is the life of enterprise, the product life cycle elements relative to the enterprise's life cycle is short. Enterprise must develop more have market value of innovative products, one or several products reach up and in its heyday, not into decline period, one or several products has reached its rise and so on, bobo, interlocking continuous product innovation launched a "surge", the company thrives. Innovation of Siemens company continuously to inject vigor of life. For more than half a century in the long course of Siemens company, innovation, development, continuous innovation, product enterprise, is always taking off or flourishing and maintains the enterprise's prosperous. In recent years, along with the world economy globalization, the Siemens company products renewal speed is high. In 1980, Siemens company does not exceed 5 years of innovative products for 48 ﹪ in 1998, has risen to 74, to 2003, Siemens is above 90 ﹪ software products with high technology, innovative products. In more than 10 kinds of Siemens company product, was less than 4 years of 92 ﹪. Siemens company become "longevity enterprise" is the key to it.
Innovation is the main task for the management of innovation process management. Innovation process is generated from the innovation idea to innovation, product innovation to improve the innovation on the market after a series of activities and the logical relationship. Innovation is the most complex kind of business processes and
process, involving marketing, design, development, manufacture, management, finance, business strategy, etc. Technology and product innovation is the core concept of innovation, innovation of technology and product innovation is the foundation, system and mechanism innovation of technology and product innovation is the guarantee.
Siemens company realized: "in the continuous development of high technology, everything will soon be a thing of the past, only grasp the future, there is hope." To ensure that the new technology industries firmly seizing the initiative of Siemens company, the artificial intelligence, fusion, space technology, high-speed trains, solar energy utilization, such as optical technology research topic, strive for a breakthrough as soon as possible. The enterprise technological innovation, into the original innovation, introduction and innovation and imitation innovation etc. Various forms. The original innovation is in full on the basis of theoretical study of developmental innovation. Introduce innovation and imitation innovation is the original innovation based on improved, improve the innovative, thus formed smaller, faster convergence market risk. But with the technology market competition intensifies, innovation and imitation innovation in technology advanced, practicability and timely etc. Have been greatly restricted. From the innovation decision, technical development, capital investment, achievements and risks in such aspects as comprehensive, Siemens company mainly USES the original innovation. Siemens company has a large number of researchers, increased to technological innovation fund, pay great attention to the accumulation of innovation, has the strong research and technical development strength. Siemens global were present at 4.8 million professionals engaged in research and development. In Berlin, Irish roots and Munich has massive research and development center. The research funding for every 10 ﹪ of the total business, above all German electrical industry research funds of 1/3. Ensure new technology in the leading position.
Siemens company research and development work after the second world war was once a pause. The Potsdam agreement will break and control of the German industry, scientific research and technological development activities. Until the late 1940s, a
single field research and development work regularly to recover. Nonetheless, Siemens company must also provide according to regulations regarding the military research project progress and a detailed report. Because of the serious loss caused by war, Siemens company in the development and research work according to the cost of the early 1950s war than sales nearly doubled. Despite the allied restrictions and prohibitions, Siemens innovation development still gained considerable achievements. In 1951, the invention of approximately 2100, registration, and 700 patents in foreign won 900 patents. In 1955, finally gave up on German Allies of scientific research, Siemens company after monitoring and international scientific rebuilt, and set up a laboratory in Munich. Established in 1965, Irish roots research center. Later in Berlin and Princeton, establish research laboratory. Siemens company in America, Austria and British established important research base. In 1969, Siemens company research and development institutions have been adjusted, a central nidalai. In 1988, the research and development of further strengthening functions. In 1996, Siemens will merge with the technical development centers. Every year in the patent application increased year by year. Siemens company 1995/96 in German patent bureau 2920 patents and using samples, and register at the European Patent Office also made 80 first registration. In the German Patent Office number is rising year 18 ﹪. In this year, Siemens has 5,200 invention of registration, and 1989/90 years increased 125 ﹪. At the end of the year 1995/96, Siemens company in the world about 7.3 million items, including protection of the patent for 44 ﹪ issued by the use of registration and style.
Siemens technology innovation of significant advantage of all listed companies, the research projects have stressed the need to have high technical content, competitive, and thus develop developed passels suitable for market needs, walking in the world frontier science and technology of new technology, new product. Siemens company in electronic technology developed in 1983, can the bulk production 256 1000 memory chip. In the mid 1990s, after the world top level to a success. And, through and IBM, Toshiba and MOTOROLA cooperative development, Siemens company to gigabit chip technology pioneer role play. Due to emphasize on the future, technological
innovation of Siemens company research and development projects most far-sighted. Solar energy in terms of research and development, the company put large funds, and lead. In the lab, using "copper - indium - selenium" ternary material development of new solar battery, photoelectric conversion efficiency reached 18 ﹪ above, have the huge potential market. Technology innovation adhere to the "customer-oriented, customer first" is our company's consistent principle of Siemens. For example, Germany in mobile phone users emphasize the function, and China mobile phone users pay more attention to the appearance and practical. Therefore, users in China to operate and sales personnel to use mobile phones are very important. Siemens company pays attention to cultural differences between the consumer behavior, October 1999 in Beijing, China and the United States Princeton established two user interface design center, in order to promote Siemens product localization.
3, Siemens innovation organization management
Innovative organization management including organization innovation and innovation activities of the organization. Innovation organization and management of technology innovation and product innovation is the guarantee. Innovative organization management is based on human, material and financial resources, forming a new efficient allocation of common purpose, and make the organization of its members with the responsibility, right and interest relationship, its purpose lies in the reconstruction of the further innovation goal. Organization innovation is mainly in corporeal carrier of management, called "soft technology innovation", Technological innovation and product innovation is called "hard technical innovation". "Soft technology innovation" less investment, risk and so on a series of small, easy effect. Siemens company through pro-active implementation of innovative organization management, enterprise's resources use more reasonable, the enterprise system operation more harmonious, production capacity of more efficient, effective play "hard for technological innovation, promoting gatherstrength" hard "technology" to improve the competitiveness of enterprises, plays an extremely important role. "Hardware" and "software technology innovation of technology innovation" is the relationship between and promote each other. "Hard technical innovation" results
want continuous effectively into the economic efficiency of enterprises, must have the corresponding "soft" and the technological innovation. "Hard technical innovation" to a certain extent, often called and forced the management mode of operation changes of, so as to promote "soft technological innovation;" On the other hand, effective organization innovation to maximize efficiency of production system, make have limited production capacity and enterprise economic benefits to further improve the technology of "hard" side of the "bottleneck", which can cause emergent and concentrate on the enterprise, thus promoting solved "hard technical innovation".
The concept of innovation of Siemens company as an innovative organization management. Concept is the forerunner of practice, new concepts, will have new practice, new development. Enterprise must have the innovation practice must first innovation concept. Throughout the development process of Siemens company, the most prominent feature is the concept of innovation, and advanced the concept and consciousness. Werner von Siemens proposed "to human society" the innovation idea, he said: "I choose to study the public interest is premise." In the development of human society, the enterprises must constantly to human society ", "must be in the concept of social development following closely. In the new economic era, enter in the business enterprise principle of Siemens company emphasis on "market-oriented, satisfy human needs, protection, improving the environment and the development of the world's leading technology goal to pursue", formed to the requirements of the development of innovative ideas. To meet the needs of the user market concept technology innovation, thus realizing the goal of creating good economic benefit. Siemens company operating philosophy is: "I engaged in the invention, first is to consider whether these products to society, I chose the technological innovation in the interests of the user is premise, but always conducive to myself".
Siemens company adopted in favor of technological innovation in the overall structure and the organization USES tower centralized structure, internal structure by using mixed matrix subsidiary. The specific methods: a department to lead composition, marketing products and services for the sales, In the second set in finance, logistics, personnel, products and support various Marketing Department.
Marketing itself is a small and sound "sparrow", with various professionals. In order to accelerate the transfer information personnel, and relatively concentrated. This is according to the experience of small companies to revise and innovative organization structure. Small company mostly products, so researchers use a centralized, In the construction of large companies and the use of social resources, such as quality control, financial, product design etc. With the professional, social company itself, concentrate on the project development. Siemens company marketing is actually a small company, this kind of structure is used in fierce market changes.
Siemens company in capital control on the market mechanism, follow to compress the cost. Siemens company adopts "the market price of the cost and mechanism, by cost price", "the tradition. When the market price, only after the basic maximum compression cost will make a profit. Cost of compression technology innovation can sometimes be converted into innovative products and market. Siemens company, main measures of compressed cost is equipped with "specialized committee," strategic procurement of raw materials purchase price to strictly guards. Raw materials are often the main component of product cost. "Strategic sourcing committee", one of the main work is constantly seeking new suppliers or cultivate new price cheap suppliers. The second is the product standardization, parts in design standard, in order to reduce as far as possible using duplication and reduce the cost. The third is in full within the scope of the company established a number of "power", its essence is the cost of brainstorming compression rationalization proposals. The "power" by the workers and staff and managers, all advisors. This approach to save costs, such as production technology, the introduction to substitute materials, adopting new management and production measures to improve the warehouse management, improve work efficiency, reduce travel documents etc.
Siemens company in 1998 launch of the "TOP +" strategy, is the innovation of organizational management representative's masterpiece, promoted by the technical innovation and improve the quality of products.
"TOP +" is "whole optimization process is the abbreviation of". The successful implementation of Siemens company with "the TOP +" strategy are directly related.
"TOP +" strategic change the enterprise culture, reduce the number of poor operation department, improve the economic value of the company, to improve the company's position in the market, at the same time, through the measures to punish clearly makes the company to become a more effective to adapt to changing external conditions of enterprises. Their slogan is: reached world-class standards and economic value. In order to stimulate creativity, explore the employee's potential innovation ability, and the "TOP prize, establish business + team award, the business value award. Business prize competition to see who has the best content is the "TOP +" overall solutions. Team award supposes to reduce cost and increase sales and asset management, quality and reasonable Suggestions for five competitions. Business value award appraisal content is to see who has the highest value of the business. At the end of the ceremony held by the chairman of the board and the highest "TOP +" activities for the winners of the members of the board of the highest award winners, give the biggest encouragement and honor. So far, "TOP +" strategy in two-thirds of Siemens company, relevant departments have approximately 40 million employees, including 40 percent in Germany.
Siemens UDO company is used "TOP +" strategy achieved remarkable effect of the automotive sector. The 2000-2001 UDO company annual loss of 2.61 billion euros, Siemens company decided to implement "UDO company +" strategy. TOP, First, the company built for UDO 15 new department, and each department as a medium-sized company operation. 15 a department manager in r&d, production, logistics and administration, material and information technology six aspects such as the target, and the cost of compression eight main measures taken:
One is the leadership and coordination. The measure embodies a kind of each according to his ability, cooperate mode of management. Employees and managers of the company are clear goal, their respective contributions to cooperate, unique target. Enterprise and employee relations is not only the employment, and a mutual cooperative partnership. Managers should be assessment of leadership, and through the scorecard so that it becomes clear.
Second is the emphasis on product innovation. Sales of the company from UDO
r&d products in nearly three years.
Three it is to use scorecard assessment. To correctly appraise the leadership ability, Siemens company executes scorecard assessment system. Scorecard of each department, financial analysis customer, processes and execution, aims to help confirm the daily business activities can be continuously monitored and evaluation measure. UDO company every 3 months will be 50 senior manager gathered by 20, internal auditors composition, there will be 15 assessment team evaluation results of the variables in the chart, the manager. According to the evaluation results of company department manager to punish.
Four is to reduce costs. Siemens company that effective measures to reduce the cost, and not the purchase price to lower is better, but through innovation, or to stimulate sales, shorten the cycle of raw material supply, improve the efficiency and reduce labor, dissolve the hired by the price drop caused by competition, the unfavorable factors to reduce costs. Cost is lower, the prices of the products, and the competitive enterprises earning bigger also.
Five is the sales incentive. Siemens company, whether in mature markets or face the new business opportunities, relative to the competition, it needs at least two times the sales increase to improve his position. Treat yourself as GaoCheng long company, the company is higher than average growth rate of the market, you have to reduce costs, to increase sales, to obtain continuous benefit growth.
Six is asset management. Asset management including fixed assets management and operation of capital management. In these two aspects, the emphasis on the working capital. Operating capital including reducing inventory and cost, unfinished projects have been completed and the unsettled due receivables, etc.
Seven is the best practice. In the "TOP +" activities, Siemens company require employees themselves with the method of good experience to share. Every year, "the project" TOP +, organize everyone, exchange of experience, communicate the best practice experience and Shared.
Ate is determined. Each department with the world with his strongest competition continuously, determine their learning model, to help establish clear goals and learn
their strengths and make my own shortcomings.
Siemens UDO company (2001-2002 year, will cost compressed 6%, saving 7 billion euros in 2003, and realize the profit return about 4 million euros. Siemens company "TOP +" strategy to stimulate creativity as a power of development, in order to achieve customer expectations of productivity growth targets. At present, "TOP +" is the focus of the quality and innovation. In the "TOP +" of strategies for three years, Siemens company made brilliant achievements. In 2001, for example, sales rose 19 billion euros, cost reduced 6.7 billion euros, and achieved six billion euros in economic value.
Third, knowledge management is the management innovation
With the arrival of the new economy, knowledge management is different from traditional management mode and the more rapid creation new competitive enterprises can cause enterprise value, the great attention. With traditional method with traditional thinking to 5-8 years to finish, in the digital age of resource integration and tools can be completed in about half a year, A traditional marketing strategies and implementation method of dozens of people need to work in marketing and promotion of electronic information science and technology, with only 2-3 person can finish. Network and communication technology brings unprecedented speed and competition in the change of human life, the state and commercial operation mode, but also produce larger digital divide and knowledge. Enterprise knowledge management strategy and through the network platform, can be used to support than decuple or on the speed of 100 to innovative solutions, analysis and decision making. In network platform, the best solution may immediately by individual business department to expert consultant group decision-making or. At the same time also can be held in online training or various network conference, greatly saves company internal consumption and avoid unnecessary waste time, improve the work efficiency of each department, create new enterprises competitive value, promote enterprise's core competitive ability. Siemens company of knowledge management and the concrete implementation, also walk in front of the other enterprises. Siemens
company tries to effective knowledge management, and to promote the enterprise in the business areas of business value, and innovation of the management. Through knowledge flow and knowledge integration accelerate shorten time to market, Through the perception and obtain knowledge and information around the world, and to realize the effective management and sharing, facilitate early obtain strategic opportunity, Through the implementation of the community, to practice to manage enterprise core competence and accelerate the knowledge innovation, Through establishing customer virtual community to improve customer loyalty, Through the organization's intellectual discussion, knowledge of such cafe in accelerating the spread of organization innovation practice. The success of knowledge management system is not only a technology related problems, but with the enterprise strategy, values, organization, personnel technical aspects are closely linked.
Knowledge of knowledge management is the management talent. Siemens company attaches great importance to talents, Werner von Siemens only in technical field, and made great achievements in personnel management, also left a pioneer footprint. He thinks "the enthusiasm of the employees is the foundation of successful companies," he introduced many advanced social welfare system, including the implementation of corporate pension in 1872, pension funds plan implementation "the pension system" and the earliest in 1866, he began to profit sharing scheme, the so-called "stock dividends, pioneered many CARES employee development system to practice, and he himself to employ established a series of development of the system, the system of talents, even a lasting impact on the social system, and Germany in today still radiating light. Siemens company staff is regarded as the most precious wealth, people find after never let talent "depreciate" or waste, but according to the actual situation of each employee for its comprehensive development planning, designed with long avoid short, nurturing, given task, help each employee to realize their own value. Through the "comprehensive staff development plans," a series of measures such as Siemens company, help each employee professional ideals, will become a global employee forging unity and efficient team. Siemens company has been committed to the worldwide for self-improvement, the ambition of a person to
join the advanced professional team. Siemens is to rely on the talents from all over the world, to become a human history electrical engineering, electronic engineering and the upcoming photoelectric technology leader of the era.
Siemens company can together various elite, and in the cooperation with others in the class, geometry, implementing strategic big battle, And to fully arouse each member's potential, creating a person's development opportunities. "People" scrupulous, Siemens, simple, direct, refused to buckish, attention, the German culture and style embeded in Siemens corporate culture, in treating employees work and life is the balance of the same earnest and lively, rigorous and humanity. First, Siemens company that care staff's career is concerned about the staff is the best way to provide staff, good working environment, allowing employees to work in a relaxed mood. Siemens company pays attention to the incentive mechanism of action, in order to assure that each employee have fair development opportunities to all employees, a staff development evaluation, the human resources department dedicated staff with special interest to design jobs for workers with career, to each employee career prospects. Siemens company personnel department, has the authority, the status of each layer personnel supervisor is an important member of management, human resources management and development of the business enterprise general strategy into the decision of and is very beneficial. Companies with "internal management training", is responsible for the staff, and carries on the observation and talk with them regularly supervisor to work, and finally puts forward Suggestions to use. Siemens company regulation, selection of business management director must have 1 to 3 years working experience in foreign language, and put in place and national culture as an important condition of Siemens company, in order to ensure the development of national economy development in. Siemens special emphasis on management of leadership, and a worldwide definition of the concept of "leadership by the three aspects: one is the leadership, the result, including financial performance, staff development, customer satisfaction and operation condition, 2 is the main factor, including leadership ability, guidance and attention command of language ability and the ability to influence, Three is leadership of processes, including formulate
long-term goal, planning, implementation and review. Development is an important part of leadership, it consists of flow CPD CPD roundtable dialogue and CPD employees two parts. CPD roundtable meeting was held once a year, and participants is the management of the company: senior managers and human resource management consultant. Participants of the company and employee's potential forecast, review performance of the past year, and puts forward the improved performance-related pay system, formulate specific globalization and localization of the management of the effective integration, and measures for the employee to provide development channel, formulate the cultivation plan full prediction potential. Plan include youth management project, technical training, management training and the coordination of jobs, wheel, salary adjustment project appointed. Siemens company strictly according to the performance ", 15 "welfare nature changing market survey, salary, make a new plan has competitiveness, For each position and keep scientific evaluation of the equity between jobs that internal consistency of compensation system, Sufficiently and necessary communication, through simple procedures for all employees of the new salary system has unified cognition. Company staff dialogue about CPD staff dialogue in a year stipulated by any ongoing, managers and employees, and at the end of the direct fill in "CPD staff dialogue form". These forms after the consolidated become roundtable. Staff dialogue content involves the scope of functions and employees, and performance review and failing to meet the expected result reason analysis, forecast future potential, task and goal setting, the staff present functional requirements and the future of the task of evaluation, employee career development, the development of both agreed. Siemens company provide competitive remuneration, working with business from care staff to care staff life: provide supplemental housing accumulation fund, provide supplementary medical insurance for the staff, the child pay many related expenses, provide staff, the company operates swimming, tennis, badminton and football club, every year many staff travel, through various channels and ways of amateur life rich employees. If the employee has had an accident, for example, the economic difficulties house to need a lot of money, or employees of Siemens company, relatives,
help employees will generosity through difficulties. Siemens ag is a technology-based high-tech companies, but the proportion of female employees, for example, Siemens China but high proportion of female employee, fully revealed a 40 percent of women employees respect and attention.
Siemens company pays attention to the stability of the work, respect and trust their employees on employees, long-term investment, long-term training, long-term employment. Company annual training costs nearly 800 million mark, the proportion of profits by as much as 20% of Siemens company, visible in staff training. Siemens company personnel training new staff training plan, training to employees retraining elite, covers business skills, communication and management ability of comprehensive training. Multistage training system to keep employees of Siemens company perennial with high-quality, become an important source of competition. Siemens worldwide in more than 60 training place, such as corporate headquarters in Munich has Werner von Siemens college, technical assistant in Irish roots with college, is equipped with the most advanced equipment. In China, Siemens corporate investment 40 million mark and Beijing international technology cooperation center in Beijing, cooperate, established the technical training center. Siemens global receive each year in college, the 3,000 from these precious for talents, selection of management personnel, specially for college elite training. In order to strengthen the communication with the students of the college students, enhance attraction, Siemens company established with other colleges and universities, for students and teachers, and provide free for practice teaching, and hold workshops, etc. Siemens company every year from the college recruiting selected top 30 specific training, cultivate their leadership. At present, Siemens has more than 400 "elite", one-fourth of overseas training or in working abroad. Siemens company pay special attention to the employees in the company, on-the-job training in the training for staff, 60 percent of on-the-job training. Siemens has set the cadre training center, an estimated 80 company management personnel to participate in training. According to the primary and middle managers management personnel of professional technical ability and stimulate, mobilize the forces of personnel individual and team. To cultivate
high-level managers to internal and external interests coordination ability for the interests of the whole enterprise.
Four, the construction enterprise core competitiveness
Siemens company for a century and a half reveals that the development of construction enterprise core competitive ability, creative management is the key to support the strong multinational company real power source, the innovation of management that Siemens company has the world first-class technical level and scientific management level. Siemens ag is born in the invention and innovation of enterprise. Innovation has become the core values of enterprise, enterprise culture become strong thick accumulation. Siemens company that innovation is the lifeblood of company, technology is a means of benefiting human development and training talents, promote technological progress is the foundation, advanced technology is invincible. The process of innovation, is the enterprise development process, is the enterprise optimize their behavior, is the process of social progress trend to the process. Enterprise wants to place in market competition, must from the requirement of knowledge economy, from the change of market environment, the ongoing technology innovation and management innovation, system innovation and marketing innovation, the concept of innovation and so on a series of innovation.
The core competitiveness of enterprises is formed numerous factors, but the effect is mainly manifested in the "hardware" and "software" two aspects: one is the "hard" refers to the enterprise is in the leading technology and innovation of rival innovation technology innovation products series, "Soft" refers to the enterprise is one of the leading rivals and stipulate in the organization and management innovation to identify specific forms of organization culture of management system. "Hardware" and "software", tangible and intangible part is indispensable part of unity, is the fundamental forces of Siemens company development. Innovative management is to "hardware" and "software" coordination, planning, control, construct the core competitiveness of enterprises an important factor.
Siemens is to reveal a "longevity" the secret of success in life. Enterprises are able
to "longevity", is the enterprise can be maintained for a long time, and constantly improve the core competitive capacity of enterprises. Siemens company depends on the "year 20,000 invention innovation" and "the benefit of human society" and the policy of successful experience, adhere to develop new technology and innovation to promote the enterprise core competitiveness. From the perspective of dialectics, everything from birth to death is the life cycle, "death" is absolutely, "born" is the opposite of Siemens company, to use innovative products constantly ", "replacement decline for the enterprise, with products of youth vitality" dead "for enterprise's" life ", with products of "dead" for enterprise "eternal life".
The 21st century is the era of intellectual competition ", "competition between enterprises is the human resources destiny1 talents, especially the competition. Siemens company through the staff sincere cooperation, to develop their own enterprise staff belonging to the development of individual consciousness with enterprise fate closely together, make it become the subject of innovation. Enterprises have the technical experts, the abundant technical ability, the technical staff, is not proficient construct the core competitiveness of enterprises.
中文译文：
创新管理永葆企业青春
----德国西门子公司核心竞争力探析
摘 要 西门子之所以不断发展,享有国际盛誉,与其不断提升企业核心竞争力，系统建立创新技术管理、创新组织管理、创新人才管理的完善管理机制有关，这些都促使企业的知识资本含量和运作能力日益增强。本文将对其如何通过创新管理进行核心竞争力的构建进行说明。
关键词 核心竞争力；创新；管理；
德国西门子（SIEMENS）股份有限公司是欧洲最大的电器电子公司，是世界十大电子公司之一，是世界排名第四的家用电器制造商。西门子公司是以生产电子和通讯产品、能源及工业设备、交通和医疗器械为主的综合性集团公司，业务遍布欧洲、美洲、亚洲、非洲和澳洲190多个国家，在全球27个地区拥有39家工厂，其生产的家电产品和通信产品，均享有国际盛誉。西门子公司在跨越两个世纪的漫漫历程中，秉承创始人维尔纳•冯•西门子“一年两万项发明革新”的成功秘诀，系统建立了创新技术管理、创新组织管理、创新人才管理的完善管理机制，不断提升企业核心竞争力，促使企业的知识资本含量和运作能力日益增强。西门子的实践再次向世人昭示：创新是企业的生命，唯有创新才能使企业永葆青春。
2004年，西门子公司在《财富》世界“500强”企业中名列第21位，年度营业总收入为805.01亿美元。
一、百年西门子辉煌的创新历程
西门子创建于1847年，从19世纪中叶出发，带着一路辉煌跨越整个20世纪，以生机勃发的英姿走进了21世纪。西门子的前身是西门子－—哈尔斯克电报机制造公司，是由号称“西门子之父”的维尔纳•冯•西门子和他的合作伙伴约翰•乔治•哈尔斯克创办的只有10个人的小企业。
维尔纳•冯•西门子时代是西门子公司创业发展的辉煌时期。西门子公司由于
维尔纳•冯•西门子的发明创造迅速取得成功。西门子很快着手进行公司的国际化发展，1850年在英国、1855年在俄国、1858年在奥地利分别成立海外分公司。1890年，维尔纳•冯•西门子退休，西门子公司的员工达到5500余名，其中有一半在海外工作。1892年，维尔纳•冯•西门子在柏林逝世，享年76岁。他给人类留下了数不清的发明创造，留下了巨大的遗产，留下了可贵的成功经验。由于他对人类做出的突出贡献，因而被誉为欧洲电气界一颗璀璨的明星。
维尔纳•冯•西门子谢世后，先后由他的三个儿子担任公司首脑。1897年，这个家族企业改组为股份制公司，更名为“西门子与哈尔斯克股份公司”。第一次世界大战期间，西门子公司失去了几乎所有的海外资产，维尔纳•冯•西门子的三儿子卡尔•福里德里奇•西门子成功地将公司重建了起来。卡尔•福里德里奇改变了公司的经营方向，将公司业务集中于电气工程，同时，覆盖“电气工程的全部领域”，从那些“非本企业的”领域中撤出。到1939年，西门子公司的销售额第一次突破１０亿马克，成为世界上最大的电气公司。第二次世界大战期间，公司被迫增加生产战时用品。战争结束时，公司的大多数工厂被摧毁，公司失去了大约80％的资产。战后，西门子公司在德国西部的两个工业重镇——爱尔兰根和慕尼黑开始了重建工作。
西门子公司陆续由卡尔•福里德里奇•西门子三兄弟的后代子孙接班，他们都是具有博士头衔的技术专家和经营管理能手，坚持开拓新的技术领域和创新发展。二战后，西门子公司同“克虏伯”等康采恩共同建立了联邦德国第一个核物理研究所，共同开发研究核工业技术。1953年，西门子公司对取得超纯度硅工艺的开发引起了整个电子技术和电气技术的革命。公司的销售额逐年增加，1951年为10亿马克，到1962年增至50多亿马克。1966年，正式易名为西门子股份有限公司。20世纪70年代初期，西门子公司研制成功了传送电话讯号系统，为通讯事业的现代化作出了贡献。1989年，西门子公司采用现代结构进行改组，形成了１７个核心业务集团，以便更好地适应公司在新领域的发展。1990年，西门子公司收购了利多富计算机股份公司，成为发展中的欧洲个人电脑市场上最大的生产厂商。
1982年，西门子公司开始进入现代中国，在北京开设了代表处，随后又在广州、上海和沈阳增设了3个地方代表处。两年后，西门子公司与北京国际技术
合作中心合作建立了北京技术交流培训中心。1986年，西门子公司将世界先进的数控系统传入中国，使得以普通机床为主导产品的中国机床制造商们眼前为之一亮。1994年10月，西门子公司在华投资设立控股公司，西门子(中国)有限公司在北京成立，为西门子公司下属的营运公司提供销售、市场营销、人力资源、信息通讯、电子商务、采购、融资、法律和战略规划等服务。西门子公司的所有业务分支，包括信息与通讯、自动化与控制、电力、交通、医疗、照明和家用电器等在中国都有设置，其中基础设施建设和自动化控制是西门子公司在华的核心产业。经过10年的不懈努力，西门子公司在华业务发展迅速，长期投资总额超过5亿欧元，在全国各地设有40多家分公司和26个代表处，2001年，西门子公司在中国地区的销售总额超过35亿欧元。中国已经成为西门子公司在全球及亚太地区业务发展的主要支柱之一。
二、创新管理提升核心竞争力
普拉哈拉德和加里•哈梅尔在经典的《公司的核心竞争力》一文中首先提出了“核心竞争力”概念，同时指出：“公司就好比一棵大树，树干和几个主要枝杈是核心产品，较纤细的树枝则是业务单元，叶、花与果实则属于最终产品。为大树提供养分和起支撑固定作用的根系就是公司的核心竞争力。”西门子的创新管理正是“为大树提供养分和起支撑固定作用的根系”。创新管理有三种互相联系的不同含义：一是管理的创新；二是对创新活动的管理；三是创新型管理。西门子的创新管理是指“对创新活动的管理”，包括创新技术管理、创新产品管理、创新人才管理。创新是人们对事物发展规律认识的深化、拓展和升华，创新目的在于探索新知、推动发展，其前提是必须有正确的思想方法、科学求实的态度、变革求新的勇气。从理论上说，创新的动力，一是社会需求、市场需要的拉力；二是科学技术和企业本身发展的推力。市场需求始终是西门子公司创新的主要源泉。随着人类社会的文明进步，消费者的需求不断变得更高级，更多样化。针对市场需求的这种变化，一种态度是消极地紧随其后，一种态度是积极地适当超前。西门子公司采用适当超前的态度，在市场需要调查和需求发展预测的基础上，依靠创新人才和创新技术，生产出创新产品来带动和影响新的消费习惯、消费文化以及相适应的新的市场政策和市场购买力，创造新的市场需求，形成“市场需求
预测→技术创新和产品创新→新消费方式和市场适应力→新市场需求→新的创新构思”的良性循环。创新是根据客观的需要，把已有的生产要素，已有的条件、技术组合起来产生一个新的飞跃，以此提高生产效率，创新产品价值，为企业进入多个市场提供方便，对最终产品为客户带来的可感知价值做出贡献，创新成果为竞争对手难以模仿，从而提升企业核心竞争力。西门子在持续不断的创新循环中，保持了企业强大的活力，虽历时百年而永葆青春。
1、西门子的创新传统
1997年，西门子公司出版发行了一本公司自传性质的书，名叫《西门子——150年的辉煌》，该书的封二上印了一段开场白，其中有这样一句话：“1997年，西门子翻开了她历史中的第150页篇章，这是一个值得特别庆祝的历史时刻。纵观世界，在具有类似规模的工业公司中，能够享有如此悠久和成功历史的只有为数不多的几家。”西门子保持并发扬了由维尔纳•冯•西门子开创的技术发明和创新事业，使西门子成为人类历史上电气时代、电子时代以及即将来临的光电时代的领袖。
维尔纳•冯•西门子的一生是辉煌灿烂的，由于他对人类做出的突出贡献，因而被誉为欧洲电气界一颗璀璨的明星。维尔纳•冯•西门子，1816年出生于德国的汉诺威，身为农民的父母无力供他上大学，迫于生计，18岁的维尔纳•冯•西门子进入柏林炮兵学校学习。在学习期间，维尔纳•冯•西门子即开始了他的创造发明。入学第二年，维尔纳•冯•西门子用他研制的金属镀金、镀银技术，同一家工厂合办了德国第一家电镀部。他还发明了锌版印刷术，并制成第一架锌版印刷机。学校毕业后，维尔纳•冯•西门子在普鲁士军队中服役，继续进行科学研究，并到柏林大学深造。1845年，大学毕业后的西门子发明了自动断续指针电报机，不久，又试制成功了爆炸威力强大的棉花火药。1846年，他首创了马来树胶电线，第一个解决了电线绝缘的难题。第二年，他用这种电线铺设了从柏林到格罗斯培尔的地下线。1847年10月，已成为普鲁士少尉军官的维尔纳•冯•西门子与机械师约翰•乔治•哈尔斯克，在柏林创建了西门子——哈尔斯克电报机制造公司。公司取得了成功，于是维尔纳•冯•西门子脱下军装，专心开拓他的事业。公司相继承担了柏林到法兰克福之间长达500公里的通讯线路的铺设工程，并被俄国政府指定为“沙皇俄国电报系统建造与维修承包商”，完成了英国和奥地利的
电报系统工程，铺设了连接伦敦和加尔各达的长达1.1万公里的印欧电报线路，铺设了横跨大西洋的海底电线。1848年，维尔纳•冯•西门子发明了电流引爆的海底水雷以及杀伤力极大的地雷等，还研制成电气距离测定器，用电气操纵船只航行。1866年，维尔纳•冯•西门子发现了发电机的工作原理，经过反复多次的艰苦试验，研制出世界最早的两部“自激磁场式”发电机。这是第二次世界工业革命的核心技术，从此发电机在世界各地得到广泛应用。西门子因此荣获了法国最高奖赏——“荣誉勋章”，并被普鲁士国王封为贵族。1867年，维尔纳•冯•西门子发明了酒精定量器，被欧洲许多国家定为标准量器并长期使用，为世界标准化工作做出了贡献。1881年，维尔纳•冯•西门子研制成功世界上第一辆电车。
1892年，维尔纳•冯•西门子逝世。临终前维尔纳•冯•西门子要求他的子孙们坚持做到“一年两万项发明革新”和“有益于人类社会”的方针和成功经验，坚持重视开拓新的技术领域和创新发展。1936年，西门子公司为世界奥运会制造了第一架有线电视。1938年，建造了第一架影像电话机和电子显微镜。1953年，西门子公司取得超纯度硅工艺的开发引起了整个电子技术和电气技术的革命。20世纪70年代初期，西门子公司研制成功了传送电话讯号系统，为通讯事业的现代化作出了贡献，用一条同轴电话线可以同时传送1.08万个电话讯号，使电话通讯网走上了全部自动化的道路。西门子公司研制出了运用传统的照相平板印刷术来制造微型集成电路板，达到领先水平。另外，西门子公司还创新推出能够使两种颜色同时在一张纸上的两面进行复印的新型复印机，并与荷兰菲利浦公司进行合作，开发微电脑。
西门子公司始终把以创造发明为主的技术创新放在一切工作的首位，高度重视科研开发工作，并持续不断地把科研成果尽快转化为现实生产力。在西门子公司的发明册上，可以看到一系列欧洲和世界第一：第一部电话自动交换机、第一部长途电话机、第一台发电机、第一辆电力机车、第一台电子显微镜、第一部电传机„„据统计，在德国电气技术方面的全部专利中，西门子公司竟占到1／4以上。
2、西门子的技术创新管理
核心竞争力是企业在长期经营中所形成的，独特的、动态的能力资源，支持着企业现在及未来在市场中保持可持续竞争优势的发展，这种核心竞争力是企业整合
各种资源和各方面能力的结果。技术创新管理的目的是为了增强企业研究与开发（R&D）能力。企业R&D是企业发展的源泉和取得长期竞争优势的基本保证。企业研发能力主要包括：R&D资源获取与利用能力、开发能力、R&D成果转换能力等。世界上的任何事物都有一个产生、发展、衰败的生命周期。企业作为经济组织，也要经历创业时期、上升时期、鼎盛时期、衰败时期和破产灭亡的生命历程。企业生命周期长短的关键在于经过创业时期之后，如何加速其上升时期，延长其鼎盛时期，推迟其衰败时期的到来。企业作为资源与能力的集合体，必须源源不断地注入新的资源，并持续地提高其市场运作能力和企业管理能力，方有可能维持和延长企业的生命周期。产品和服务是企业的生命元素，产品的生命周期相对于企业的生命周期来讲是短暂的。企业必须开发多个有市场价值的创新产品，一个或几个产品达到上升和鼎盛时期后，在其尚未进入衰败期的时候，另一个或几个产品已经达到了上升鼎盛期，如此环环相扣，波波相连，依靠持续不断推出创新产品形成的“浪涌”，获得企业的生生不息。创新为西门子公司持续不断地注入生命活力。在长达一个半多世纪的漫漫历程中，西门子公司不断创新，不断开发，不断推出创新产品，方使企业始终处在上升期或鼎盛期，而保持了企业的长盛不衰。近年来，随着世界经济一体化进程的加快，西门子公司产品更新换代的速度也在提高。1980年西门子公司创新不超过5年的产品占48﹪，到1998年已上升到74﹪，到2003年，西门子公司90﹪以上的产品是含高技术软件在内的创新产品。在西门子公司的10余万种产品中，问世不到4年的占92﹪。西门子公司成为“长寿企业”的奥秘就在于此。
创新管理的主要任务是对创新过程的管理。创新过程是指从创新构思产生到创新实现，直至创新产品投放市场后改进创新的一系列活动及其逻辑关系。创新过程是最复杂的商业过程和组织过程，涉及营销、设计 、研发、制造、管理、金融、商业战略等活动。技术和产品的创新是整个创新工作的核心，观念的创新是技术和产品创新的基础，体制和机制的创新是技术和产品创新的保证。
西门子公司认识到：“在高技术不断发展的年代，一切都将很快成为过去，只有把握未来，才有希望。”为确保在新技术产业中牢牢占据主动地位，西门子公司把人工智能、核聚变、空间技术、超高速列车、太阳能利用、光通信技术等课题作为科研攻关重点，力争尽快取得新的突破。企业的技术创新，分为原始创
新、引进创新和摹仿创新等多种形式。原始创新是在充分理论研究的基础上的开发性创新。引进创新和摹仿创新则是在原始创新的基础上加以改进、完善而形成的创新，因而市场风险较小，收效较快。但随着技术市场竞争的加剧，引进创新和摹仿创新在技术的先进性、使用性以及适时性等方面都受到了较大的限制。从创新决策、技术开发、资金投入、成果转化以及承担风险等几方面综合来看，西门子公司主要采用原始创新。西门子公司汇聚了大批科研人员，加大了对科技创新的资金投入，十分注重技术积累，具有强劲的创新研究和技术开发实力。目前西门子公司在全球共有4.8万名专业人员从事研究开发。在柏林、爱尔兰根和慕尼黑设有大规模的研究开发中心。每年的科研经费开支占公司经营总额的10﹪以上，约占德国电气工业全部科研经费的1／3左右。从而保证了在新科技领域的领先地位。
西门子公司的研究和开发工作曾在二战后一度停顿。波茨坦协定规定要拆散和控制德国工业，首当其冲的是科学研究和技术开发活动。直到20世纪40年代末期，单个领域的常规性研究和开发工作才得到恢复。虽然如此，西门子公司还必须按规定向军政府提供关于单个研究项目及其进展情况的详细报告。由于战争造成的严重损失，使得西门子公司在进行开发和研究工作时的花费按20世纪50年代初的销售额计算比战前增加了将近一倍。尽管有盟军的种种限制和禁令，西门子公司的创新开发仍然取得了可观的成绩。1951年，共进行了大约2100个发明登记，取得了700个专利，并在国外获得了900个专利。1955年，在盟国最终放弃了对德国科学研究的监控以后，西门子公司才得以重新与国际科研接轨，并在慕尼黑设立了实验室。1965年，设立爱尔兰根研究中心。以后又陆续在柏林和普林斯顿设立研究实验室。西门子公司还在美国、奥地利和英国设立了重要的研究基地。1969年，西门子公司对科研开发机构进行了调整，组建中央技术处。1988年，中央研究和开发部的职能得到进一步强化。1996年，西门子将中央技术部和开发中心合并到了一起。每年申请的专利在逐年提高。西门子公司1995／96年度在德国专利局申请了2920项专利和使用样品登记，并在欧洲专利局另外进行了80项首次登记。在德国专利局申请专利数量较上一年度上升了18﹪。在这一年里，西门子公司共取得了5200项发明登记，与1989／90年相比增长了125﹪。1995／96年度结束时，西门子公司在全球大约有7.3万项保护权，
其中44﹪为颁发的专利和登记的使用样式。
西门子公司技术创新的显著的优势是，所有列入公司的研究项目都强调要有高技术含量，有市场竞争力，从而开发试制了一批又一批适合市场需要，走在世界科技尖端领域的新技术、新产品。西门子公司在电子技术方面，于1983年开发成功可成批生产的256千位存储芯片。20世纪90年代中期，追赶世界顶级水平的努力取得了成功。并且，通过与IBM、东芝和摩托罗拉合作开发千兆芯片，西门子公司重新发挥了技术领头羊的作用。由于强调技术创新立足未来，西门子公司研究和开发的项目大部分具有前瞻性。在太阳能清洁能源的研究开发方面，公司投入大量经费，并取得领先成果。在实验室里，采用“铜－铟－硒”三元材料开发制成的新型太阳能电池，光电转换效率已经达到18﹪以上，具有巨大的潜在市场。技术创新坚持“面向客户，客户至上” 是西门子公司的一贯原则。以手机为例，德国用户强调手机的功能，而中国用户更注重手机的外观和实用。因此对中国用户来说，操作简便和销售人员懂得手机使用说明十分重要。西门子公司重视文化差异带来的消费行为差异，1999年10月在中国北京和美国普林斯顿建立了两个用户界面设计中心，以推动西门子产品的本地化。
3、西门子的创新组织管理
创新组织管理包括组织创新以及对创新活动的组织。创新组织管理是技术创新和产品创新的保证。创新组织管理是指通过对人力、物力与财力的有效配置，形成新的共同目的认同，并使原组织认同体对其成员责、权、利关系的重构，其目的在于取得对创新目标的进一步共识。组织创新不是以物质载体为主而偏重于管理，称为“软技术创新”；而技术创新和产品创新则称为“硬技术创新”。“软技术创新”具有投资少、风险小、容易见效等一系列优点。西门子公司通过积极实施的创新组织管理，使企业的各种资源利用更加合理，整个企业系统运行更加和谐高效，生产能力得到更有效地发挥，为“硬技术创新”积聚实力，推动“硬技术创新”的进行，对于提高企业竞争力起极为重要的作用。“硬技术创新”与“软技术创新”二者是相互联系、相互促进的。“硬技术创新”的成果想要持续有效地转化为企业的经济效益，必须有相应的“软技术创新”与之配合。“硬技术创新”达到一定程度后，往往会呼唤和迫使管理体制的运作方式发生相应的变化，从而推动“软技术的创新”；另一方面，有效的组织创新使生产体系效能最大限
度地得到发挥，使限制生产能力和企业经济效益进一步提高的“硬技术”方面的“瓶颈”突现出来，从而能引起企业的重视并集中力量加以解决，由此推动“硬技术创新”。
西门子公司把观念的创新作为创新组织管理的基础。观念是实践的先导，有全新的观念，才会有全新的实践、全新的发展。企业要有创新实践必须首先创新观念。纵观西门子公司的发展历程，其最显著的特点，就是观念创新带来的理念与意识的超前。维尔纳•冯•西门子提出“有益于人类社会”的创新理念，他说：“我所选择的研究总是以大众的利益为前提”。人类社会在不断地发展，企业要“有益于人类社会”，就必须在观念上紧紧追随发展的社会。在世界进入新经济时代，西门子公司在企业经营理念上强调“以市场为导向，以满足人类需要，保护、改善环境和开发全球一流技术为追求目标”，形成了适应时代发展要求的创新理念。以满足用户需求的市场观念进行技术创新，因而实现了创造良好经济效益的目标。西门子公司的经营理念是：“我从事发明创造，首先是考虑这些产品是否有益于社会，我选择的创新技术总是以用户利益为前提，但最后总是有益于我自己”。
西门子公司采用有利于技术创新的组织结构，在总体的组织机构上采用塔式中央集权结构，子公司内部采用混合矩阵结构。具体的做法是：一线部门以产品牵头组成产、销、购的一条龙服务销售部；在二线上设有财务、后勤、人事、产品等部门支持一线的各营销部。营销部本身是一个小而健全的“麻雀”，拥有各种专业人员。为了加快信息的传递，实行人员相对集中。这是参照小公司的经验加以修改而创新的组织结构。小公司的经营多半是产品单一，所以人员集中使用；而在公司建设上大量利用社会资源，如质量的控制、财务、产品的设计等都借助社会上的专业处理，公司本身则把精力集中放在项目发展上。西门子公司的营销部实际上也是一个小公司，这种结构的应用是近年市场激烈变化的结果。
西门子公司在资金的控制上遵循市场机制，努力压缩成本。西门子公司采用“市场价格决定成本”的机制，而摈弃“由成本决定价格”的传统做法。当市场价格基本确定后，只有最大限度地压缩成本才会获得利润。压缩成本有时会成为技术创新能否转化为创新产品而进入市场的关键。西门子公司压缩成本的主要措施，首先是专门设有“战略采购委员会”，旨在严格把守原材料的进价关。原材
料往往是产品成本的主要组成部分。“战略采购委员会”的主要工作之一，是不断地寻求新的供应商或者培养新的售价低廉的供应厂商。第二是产品标准化，零部件在设计上尽量采用标准件，以减少重复劳动，降低成本。第三是在全公司的范围内成立若干个“动力小组”，其实质是集思广益压缩成本的合理化建议组织。“动力小组”由工人、职员、经理、各界咨询者组成。这种做法旨在节约开支，如生产技术的引进，改用替代材料，采用新的管理和生产措施，改进仓库的管理，提高办公效率，减少公文旅行等。
西门子公司在1998年推出的“TOP+”战略，是创新组织管理具有代表性的杰作，有力地推动了技术创新和产品质量的提高。
“TOP+”是“整体最优化过程”的缩写。西门子公司的成功与其实施“TOP+”战略有直接的关系。实施“TOP+”战略改变了企业文化，减少了不良运作部门的数量，提高了公司的经济增加值，改善了公司在市场上的地位，同时通过奖罚分明的措施使公司成为一个能够更有效地适应不断变化的外在条件的企业。他们的口号是：达到世界级标准，取得经济增加值。为了激发员工的最大创造力，发掘潜在的创新能力，“TOP+”设立商务奖、团队奖、业务价值奖。商务奖的竞赛内容是看谁有最佳的“TOP+”整体方案。团队奖下设降低成本、提高销售额、资产管理、质量和合理化建议五个竞赛项目。业务价值奖的评奖内容是看谁取得的业务价值最高。在年末召开的颁奖大会上，由公司最高董事会主席和负责“TOP+”活动的公司最高董事会成员为获奖者颁奖，给予获奖者最大的鼓励和荣誉。迄今为止，“TOP+”战略在西门子公司的三分之二的部门得到应用，相关员工大约有40万人，其中40％在德国。
西门子UDO公司是应用“TOP+”战略取得显著效果的汽车零部件部门。UDO公司2000－2001年度亏损额达2.61亿欧元，西门子公司决定在UDO公司实施“TOP+”战略。首先，为UDO公司构建了15个新的部门，并把每个部门当成一个中型公司来运营。15个部门经理在研发、生产、物流、行政、材料和信息技术等6个方面制订了压缩成本的目标，并采取了8项主要措施：
一是领导能力与协作。这项措施体现的是一种各尽其能、共同协作的管理模式。雇员与管理者都要明确公司的目标，各自贡献特有的才能，共同合作完成目标。企业与员工的关系不仅仅是雇佣关系，而且还是一种相互合作的伙伴关系。
管理者的领导能力要被评估，并且通过计分卡使其变得透明。
二是重视产品创新。UDO公司30％的销售额来自近三年研发的产品。
三是用计分卡考核。为正确评价领导的能力，西门子公司实行计分卡考核制度。计分卡分析各部门的财务、客户、流程和执行情况，旨在帮助确认日常的商务活动能否持续地得到监控和评估测量。UDO公司每3个月将50名高级经理召集在一起，由20名内部审计师组成考评小组，将有15项变量的考核结果，以图表的形式向高层经理展示。公司依据考评结果对部门经理进行奖罚。
四是降低成本。西门子公司认为降低成本的有效措施，并不是把采购价格压得越低就越好，而是通过创新或刺激销售，缩短供货周期，提高原材料的利用率，减少外雇劳动力，化解因竞争加剧引起的价格下降的不利因素，促使成本降低。成本越低，产品的价格才越有竞争力，而企业所获得的收益也就越大。
五是销售激励。西门子公司认为，无论在成熟的市场上还是面对新的商业机会，相对于竞争对手来说，至少需要两倍的销售增加量才能提高自己的地位。要把自己定为高成长的公司，即公司的增长要高于市场平均增长率，就得先降低成本，再增加销售额，去获得持续的效益增长。
六是资产管理。资产管理包括固定资产管理和运营资本管理。在这两方面中，重点放在运营资本上。运营资本包括降低库存、未完工工程成本、已完工未结算工程款和应收账款等。
七是最佳实践共享。在“TOP+”活动中，西门子公司要求员工把自己好的经验方法拿来与大家共同分享。每年“TOP+”项目的颁奖大会，组织大家互相沟通，交流经验，把最佳的实践体验与大家共享。
八是确定学习榜样。各部门拿自己同世界上最强的竞争对手不断地进行比较，确定自己的学习榜样，帮助确立明确的奋斗目标，学习他们的长处，弥补自己的不足。
西门子UDO公司2001－2002年度，将成本压缩了6％，节约了7亿欧元，2003年实现扭亏为盈，实现利润约4亿欧元。西门子公司把“TOP+”战略看成一种激发创造力的发展动力，以达到客户期望的生产率增长目标。目前，“TOP+”的重点是质量和创新。在“TOP+”战略实施的3年来，西门子公司取得了辉煌的成绩。以2001年为例，销售额上涨了19亿欧元，成本降低了6.7亿欧元，并取
得了6亿欧元的经济附加值。
三、知识管理是创新管理的基础
随着新经济浪潮的到来，知识管理正以其不同于传统管理方式且更可以快速创造企业新竞争价值的特质，引起企业的极大关注。以传统思维与传统方法需要5－8年才能完成的事情，在数字时代的资源整合与工具下，可以在半年左右完成；一个以传统行销策略与执行方法需要数十人的推广工作，在电子行销与信息科技辅助下，仅需2－3人便可完成。网络与通讯科技带来的前所未有的速度与竞争，在改变人类的生活状态与商业经营模式的同时，也产生更大的数字落差与知识落差。企业通过知识管理策略及网络平台的支持，可以以较之以前数十倍或上百倍的速度，对创新的方案进行分析和决策。在网络平台上，最佳的解决方案可以立即由单个的业务部门传送到决策层或专家顾问群。与此同时企业还可以在网上进行培训或召开各种网络会议等，大大节省公司内部消耗，避免不必要的时间浪费，提升各部门的工作效率，产生新的企业竞争价值，提升企业核心竞争力。西门子公司对知识管理的认识以及具体的实施方面，也走在了其他企业的前头。西门子公司试图通过对有效的知识管理，来提升企业在各个业务领域的业务价值，并以此作为创新管理的基础。通过加速知识流和知识整合缩短产品上市时间；通过感知和获取遍布全球的知识和信息，并对之实现有效共享和管理，以便及早获得战略机遇；通过实施实践社区，以之来管理企业核心能力并加速知识创新；通过建立面向客户的虚拟社区来改善客户忠诚度；通过组织知识座谈、知识咖啡馆等方式加速各种创新实践在组织中的传播。成功的知识管理系统绝不仅仅是一个技术相关问题，而是同企业战略、价值观、组织、人员技术等各个方面都有紧密联系。
知识管理首先是对知识人才的管理。西门子公司一贯高度重视人才，维尔纳•冯•西门子不仅在技术领域取得巨大成就，而且在人才管理方面，也同样留下了一个先驱者的足迹。他认为“员工的积极性是公司成功的基础”，他引进了许多超前的社会福利制度，包括1872年实施的公司养老抚恤基金方案，成为实施“养老金制度”的鼻祖，他并且在1866年开始实行利润分享方案，即所谓“股权分红”，开创了众多关心员工发展的制度来实践他的用人理念，并亲自着手建
立了一系列发展人才的制度，这些制度甚至深远地影响着德国的社会制度，并在今天仍然散发着光芒。西门子公司把员工看作是最宝贵的财富，觅得贤才后决不会让人才“贬值”或荒废，而是主动根据每名员工的实际情况，为其精心设计综合发展计划，用长避短，精心培育，赋予重任，帮助每一位员工实现自身的价值。通过“综合员工发展计划”等一系列措施，西门子公司帮助每一名员工实现职业理想，将全球员工锻造成为一个团结而高效的团队。西门子公司一直致力于在世界范围内寻找自强不息、志向高远的人士来加入这一先进的专业团队。西门子公司正是依靠来自世界各地的优秀人才，才得以成为人类历史上电气工程时代、电子工程时代以及即将来临的光电技术时代的领袖。
西门子公司既能汇集各路精英，并在与他人的合作中，形成几何级的合力，实施战略性的大战役；又能充分激发每一位成员的潜能，创造一个人的发展机会。“西门子人”做事严谨，方式简单，表达直率，拒绝浮华，重视结果，德国人的文化与风格深深印在西门子公司的企业文化之中，在对待员工工作与生活的平衡方面同样是认真而活泼，严谨而不失人情味。首先，西门子公司认为关心员工的事业发展是关心员工的最好方式，因而努力为员工提供良好的工作环境，让员工能够心情舒畅地工作。西门子公司十分注重激励机制的作用，为了确保每位员工都拥有公平的发展机会，每年对全体员工进行一次员工发展评估，人力资源部门致力于根据员工兴趣与特长为员工设计工作岗位与职业生涯，给每一名员工良好的职业发展前景。西门子公司的人事部门地位高、有权威，各层人事主管都是管理层的重要成员，这对于把人力资源管理与开发纳入到企业经营总战略和总决策之中是非常有利的。公司内部设有“管理人员培训部”，负责对工作人员进行观察，并且定期同他们及其上司谈话，最后提出对工作人员继续使用的建议。西门子公司规定，选拔业务管理主管必须具有1至3年的国外工作经验，而且把外语以及对所在国家文化状况的了解作为重要条件，以确保把西门子公司的发展融入所在国的经济发展之中。西门子公司特别强调管理者的领导能力，并有一个全球范围内定义的“领导力”概念：具体由三个方面构成，一是领导力产生的结果，包括财务表现、员工发展状况、客户满意程度和流程操作情况；二是领导力的主要因素，包括驾驭力、关注能力、指导能力和影响能力；三是领导力产生的流程，包括制定远景目标、制定计划、实施和回顾。发展领导力重要的部分是ＣＰＤ流
程，它由ＣＰＤ圆桌会议和ＣＰＤ员工对话两部分组成。ＣＰＤ圆桌会议每年举行一次，参加人员是公司管理人员：中高级经理和人力资源管理顾问。参与者对公司团队和重点员工的潜能进行预测，回顾过去一年的业绩，提出改进后的与业绩挂钩的薪酬体系，制定具体的管理本地化和全球化有效融合的措施，并为员工提供发展渠道，制订充分预测潜能的培育计划。计划包含青年管理项目、技术培训、管理培训以及与之相协调的工作岗位轮调、项目任命、薪酬调整等。西门子公司严格根据业绩表现“按劳取酬”，进行薪酬福利调查，体察市场变幻，使新的薪酬计划具有市场竞争力；对各个岗位进行科学评估，保持岗位之间的公平性即内部薪酬体系的一致性；进行充分而必要的沟通，通过简捷的程序让所有的员工对新的薪酬体系有统一的认识。关于ＣＰＤ员工对话，公司规定员工对话在一年中随时持续进行，由经理人员和员工直接开展，并在年终填写“ＣＰＤ员工对话表格”。这些表格经过汇总成为圆桌会议的重要参考。员工对话的内容涉及员工职能及责任范围、业绩回顾及未达到预期结果的原因分析、潜能预测、未来任务及目标设定、员工完成目前职能要求及未来任务的能力评估、员工本人对职业发展的看法、双方共同商定的发展措施等。西门子公司为员工提供具有竞争优势的薪酬待遇，同时从关心员工工作与事业的角度去关心员工生活：为员工提供补充住房公积金，为员工提供补充医疗保险，为员工的小孩支付许多相关费用，为员工提供班车，公司设有游泳、网球、羽毛球、足球等众多俱乐部，每年都组织员工出游，通过各种渠道与方式丰富员工的业余生活。若员工遇到意外的经济困难，比如买房需要很多钱，或员工的亲属患病，西门子公司都会慷慨解囊，帮助员工度过难关。西门子公司是一家以技术为基础的高科技公司，但其女性员工比例却很高，例如西门子中国公司的女性员工比例达40%，充分显示了对女性员工的尊重与重视。
西门子公司重视工作的稳定性，尊重与信任自己的员工，对员工进行长期投资，长期培养，长期任用。公司每年用于培训的费用近8亿马克，占其利润比例高达20%左右，可见西门子公司对员工培训的重视程度。西门子公司的人才培训计划从新员工培训、大学精英培训到员工再培训，涵盖业务技能、交流能力和管理能力的综合培训。多级培训制使西门子公司长年保持员工的高素质，成为具备强大竞争力的重要来源。西门子公司在全球拥有60多个培训场所，如在公司总
部慕尼黑设有维尔纳•冯•西门子学院，在爱尔兰根设有技术助理学院，都配备了最先进的设备。在中国，西门子公司投资4000万马克与北京市国际技术合作中心合作，共同建立了北京技术培训中心。西门子公司每年在全球接收3000名左右的大学生，为了从这些宝贵的人才中，选拔优秀管理人才，而专门进行大学精英培训。为了加强与大学生的沟通，增强对大学生的吸引力，西门子公司同各国高校建立了密切联系，为学生和老师安排活动，并无偿提供实习场所和教学场所，举办报告会等。西门子公司从每年招聘的大学生中选出30名尖子进行专门培训，培养他们的领导能力。目前，西门子公司共有400多名“精英”，其中四分之一在接受海外培训或在国外工作。西门子公司特别重视员工的在职培训，在公司每年投入的培训费中，有60％用于员工在职培训。西门子公司还设置干部培训中心，每年约有80名公司管理人员参加培训。针对基层和中层管理者重点培养管理人才的专业技术能力和激发、调动个人及团队力量的人事能力。对高层管理者重点培养将内部和外部利益协调统一为企业整体利益的能力。
四、构建企业核心竞争力的关键
西门子公司长达一个半世纪的发展历程，揭示了构建企业核心竞争力的关键，创新管理是支撑这个强大跨国公司真正的力量源泉，创新管理使西门子公司拥有世界一流技术水平和科学管理水平。西门子公司是在发明、创新中诞生的企业。创新已经成为企业价值观的坚固核心，成为企业文化的厚重积淀。西门子公司认为，创新是公司的命脉，技术是造福人类的手段，人才开发和培训是推动科技进步的基础，领先的技术是立于不败之地的保障。创新的过程，是企业实现发展的过程，是企业优化自身行为的过程，是适应社会进步趋势的过程。企业要想在市场竞争中占有一席之地，必须从知识经济的要求出发，从市场环境的变化出发，不断进行技术创新和管理创新、制度创新、营销创新、理念创新等一系列创新。
企业核心竞争力的形成是众多因素共同起作用的结果，但主要表现在“硬”和“软”两个方面：“硬”的一面是指企业所具有的领先于竞争对手的创新技术及体现创新技术的创新产品系列；“软”的一面是指企业所具有的领先于竞争对手并统摄创新活动的组织管理及由此形成的可以识别特定企业的组织管理文化
系统。“硬件”和“软件”、有形部分和无形部分缺一不可，两者的统一是西门子公司发展的根本力量。创新管理就是对“硬件”和“软件”的协调、计划、控制，成为构筑企业核心竞争力的重要因素。
西门子公司还向人们揭示了一个“长寿企业”成功的奥秘。企业之所以能够“长寿”，就在于企业能够长期保持并不断提升企业核心竞争力。西门子公司依靠“一年两万项发明革新”和“有益于人类社会”的方针和成功经验，坚持开拓新的技术领域和创新发展来提升企业核心竞争力。从辩证法的角度看，任何事物都有从生到死的生命周期，“死”是绝对的，“生”是相对的，西门子公司巧妙地运用创新产品不断“衰亡”的更替变化，换来了企业的永葆青春活力，用产品的“死”换来了企业的“生”，用产品的不断的“死”换来了企业的“永生”。
21世纪就是“智力竞争时代”，企业间的竞争归根到底是人力资源、特别是优秀人才资源的竞争。西门子公司通过与员工的真诚合作，努力培养员工对本企业的归属意识，把个人的发展同企业命运紧密地联系在一起，使之成为创新的主体。企业拥有技术专家的多少，技术能力的雄厚与否，员工技术的熟练与否，才是构建企业核心竞争力的根本保证。
文献信息：
文献标题：Eternal enterprise management innovation of youth--Germany SIEMENS core competitiveness（创新管理永葆企业青春----德国西门子公司核心竞争力探析）
国外作者：Susan Daker
文献出处：The Wall Street journal, 2008, 57(7): 41-43
字数统计：英文7200单词，42252字符；中文14328汉字
外文文献：
Eternal enterprise management innovation of youth
--Germany SIEMENS core competitiveness
Abstract Siemens is picked to unceasing development, an international reputation, and constantly promote enterprise's core competitive ability, the system innovation of technology management, the innovative organization management, perfect management innovation talent management mechanism, these are the enterprise knowledge capital operation and content of the growing ability. This paper analyzes how to innovate the management of the construction of the core competitive power.
Key words core competitiveness; innovation; management
Germany SIEMENS (SIEMENS) Co., LTD is one of Europe's biggest electronics company, is one of the world's top ten electronic companies, is the world's fourth appliances manufacturers. Siemens company is the production of electronic and communication products, energy and industrial equipment, transportation and medical equipment integrated group company, business across Europe, the americas, Asia, Africa and Australia over 190 countries in the world, and with 39 factories, the
production of household appliance and communication products, are entitled to an international reputation. Siemens company in the long journey across two centuries, adhering to the founder Werner von Siemens "year 20,000 invention and innovation" the secret of success in the system innovation of technology management, the innovative organization management, perfect management innovation talent management mechanism, continuously improve enterprise core competitiveness of enterprise knowledge capital, content and operation ability is growing. Siemens practice again symbolise both: innovation is the life of enterprise, it can make enterprise of youth.
In 2004, Siemens company in the world "fortune 500 companies ranked first 21, annual operating income for 805.01 billion dollars.
A, Siemens brilliant innovation process
Siemens, founded in 1847, starting from the middle of the 19th century, along with the glorious throughout the 20th century, to cross the vigour into the 21st century. Siemens is the Siemens - Hal verkhoyansk telegraph manufacturing company, is billed as the "father of Siemens" Werner von Siemens and his partner John George Hal, only 10 people of small business.
Werner von Siemens era is undertaking development of Siemens company glorious period. Siemens company because of Werner von Siemens inventions rapid success. Soon, Siemens embarked on the international development of company, 1850 in Britain, Russia, 1855 in 1858 respectively in Austria, setting up an overseas branch. In 1890, Werner von Siemens retirement, Siemens company employees, including more than 5,500 reach half working abroad. In 1892, Werner von Siemens in Berlin, died at the age of 76. He left countless human inventions, left, left a great legacy of successful experience. Due to his outstanding contribution to humanity, is regarded as a European electrical world shining stars.
Werner von Siemens died after, successively by three of his sons as corporate leaders. In 1897, the family enterprise restructuring is a joint-stock company, renamed "Siemens and Hal verkhoyansk joint-stock company". During the first world war,
Siemens company lost almost all of the overseas assets, Werner von Siemens three sons Carl f reed richie, Siemens will rebuild the company successfully. Carl f reed richie changed direction of management, the company will be focused on electrical engineering company business, at the same time, cover all areas of electrical engineering ", "from the" of the enterprise of "field to withdraw. To 1939, Siemens company sales first breakthrough 10 million mark, and become the world's largest electrical company. During the second world war, the company was forced to increase production war supplies. At the end of the war, the company's most factories are destroyed, company lost about 80% of the asset. In the war, Germany Siemens industrial town - two of the western Ireland root and Munich began rebuilding.
Siemens has blessed by Carl reed, Siemens three brothers Ritchie the descendants of _ _ _, they are doctorate of technical experts and business management expert, adhere to develop new technology and innovation development. After world war ii, Siemens company with "the krupp" concern jointly established the federal republic of Germany's first nuclear physics research institute to develop nuclear technology. In 1953, Siemens has super purity silicon technology to develop the electronic technology and caused a revolution of electrical technology. Company sales increase year by year, 1951, mark for 10 million to 50 million in 1962 to mark. In 1966, renamed as Siemens LTD. In the early 1970s, Siemens has successfully developed telephone signal transmission system for communication, contributed to the modern business. In 1989, Siemens company adopts modern structure reorganization, formed the core business group, 17, in order to better adapt to the development of new field in the company. In 1990, Siemens company bought the computer corporation, become rich in the development of the personal computer market of Europe's biggest manufacturers.
In 1982, Siemens company started in modern China, in Beijing representative office, then opened in guangzhou, Shanghai, shenyang and added three local office. Two years later, Siemens company and Beijing international technology cooperation center was established cooperative technology exchange training center in Beijing. In 1986, Siemens will be the world's most advanced numerical control system was
introduced into China, with ordinary machine tools for leading products of Chinese manufacturers of sight. In October 1994, Siemens company established in China holdings, Siemens (China) Co., LTD. Was established in Beijing, as the subsidiary of Siemens company operating companies provide sales, marketing, human resources, information communication, e-commerce, procurement, finance, law and strategic planning services. Siemens company, including all the business branches of information and communications, automation and control, power, transportation, medical, and lighting and household appliances in China have set, including infrastructure construction and automation control is the core of Siemens company in China. After ten years of unremitting efforts, Siemens in China development is rapid, long-term total investment more than 5 billion euros, throughout the has more than 40 branches and representative offices, 26, 2001, Siemens in China's total sales more than 35 million euros. China has become a global and Siemens company in the asia-pacific region one of the pillars of the main business development.
Second, the innovation of management to promote their core competence
Winfrey harald and Gary hammel in classical "the core competitiveness of the company a first proposed" core competitiveness, said: "the company is just like a tree, the trunk and several main branches are the core products, a slender twigs is business units, leaf, flower and fruit belong to the final product to provide nutrients and trees. The role of supporting the root is fixed the core competitiveness of the company. Siemens is the innovation management "for trees provide nutrients and supporting the roots of the fixed effect". Innovative management has three kinds of interconnected different meanings: one is the management innovation, Two of the management innovation is, Three is innovative management. Siemens innovation management refers to the activities of "innovation", including technological innovation management, the innovative product management, management of innovative talents. Innovation is the further understanding of the development, innovation, development and sublimation aims to explore knowledge, promoting development, the premise is must have the correct thought method, scientific and realistic attitude, change new
courage. Theoretically, innovation, a social demand, market demand is the tension, Second is the development of science and technology enterprise itself thrust. The market demand is the main source of innovation of Siemens company. As human civilization and progress of society, consumer demand more advanced, more diversified. According to the change of market demand, an attitude is passivism that followed, an attitude is actively advance appropriately. Siemens company adopts advance appropriately in the market need, investigation and development needs, on the basis of the forecast on innovation talents and technological innovation, product innovation to produce new consumption habits, and consumer culture and adapt to the new marketing policy and market purchasing power, create new market demand, and formed a "market demand forecasting and technology innovation and product innovation and new consumption patterns and new market demand and market flexibility and new innovation idea" virtuous circle. Innovation is based on the objective need, existing production elements and existing conditions, technical combination produced a new leap, improve the production efficiency, innovative products for the enterprise value, enter the market more convenience for the final product for the customer, the perceived value for contribution, innovation achievements to imitate, competitors and promote enterprise's core competitiveness. Siemens in continuous innovation, and keep the enterprise in the cycle of vigor, though years and young.
1, Siemens heritage of innovation
In 1997, Siemens company publishes a book, the company called autobiography properties of the Siemens - 150 years, the splendid FengEr printed on a prologue, including such words: "in 1997, Siemens turned her first chapter in the history of 150 pages, it is a special moments in the history of celebration. Throughout the world, in the similar scale industry company, can enjoy so long and successful history of only a few a few home." Maintain and develop the Siemens by Werner von Siemens create technical invention and innovation, Siemens become human history and the era of electrical and electronic era coming photoelectric era.
Werner von Siemens life is brilliant, due to his outstanding contribution to
courage. Theoretically, innovation, a social demand, market demand is the tension, Second is the development of science and technology enterprise itself thrust. The market demand is the main source of innovation of Siemens company. As human civilization and progress of society, consumer demand more advanced, more diversified. According to the change of market demand, an attitude is passivism that followed, an attitude is actively advance appropriately. Siemens company adopts advance appropriately in the market need, investigation and development needs, on the basis of the forecast on innovation talents and technological innovation, product innovation to produce new consumption habits, and consumer culture and adapt to the new marketing policy and market purchasing power, create new market demand, and formed a "market demand forecasting and technology innovation and product innovation and new consumption patterns and new market demand and market flexibility and new innovation idea" virtuous circle. Innovation is based on the objective need, existing production elements and existing conditions, technical combination produced a new leap, improve the production efficiency, innovative products for the enterprise value, enter the market more convenience for the final product for the customer, the perceived value for contribution, innovation achievements to imitate, competitors and promote enterprise's core competitiveness. Siemens in continuous innovation, and keep the enterprise in the cycle of vigor, though years and young.
1, Siemens heritage of innovation
In 1997, Siemens company publishes a book, the company called autobiography properties of the Siemens - 150 years, the splendid FengEr printed on a prologue, including such words: "in 1997, Siemens turned her first chapter in the history of 150 pages, it is a special moments in the history of celebration. Throughout the world, in the similar scale industry company, can enjoy so long and successful history of only a few a few home." Maintain and develop the Siemens by Werner von Siemens create technical invention and innovation, Siemens become human history and the era of electrical and electronic era coming photoelectric era.
Werner von Siemens life is brilliant, due to his outstanding contribution to
humanity, is regarded as a European electrical world shining stars. Werner von Siemens, 1816 was born in hannover, as farmers to his parents for the university, living, 18 Werner von Siemens into Berlin artillery school. During study period, Werner von Siemens namely began his invention. Admission to the next year, Werner von Siemens developed by his silver plated metal, the same factory technology, by the German first plating department. He also invented XinBan printing, and made the first XinBan printer. After graduation from school, Werner von Siemens in Prussian army in scientific research, and continue to Berlin university. 1845, after graduation from the university of Siemens invented the telegraph, automatic concentres pointer, and soon was successfully trial-produced a powerful explosion cotton gunpowder. In 1846, he created the first Malay gum wire, solve the problem of insulation wire. The next year, he laid the wires from Berlin to grouse, underground line. October 1847, has become the second officer of the Prussian Werner von Siemens and mechanic John George Hal, created in Berlin, Siemens, Hal telegraph manufacturing company. Company a success, so Werner von Siemens off armour, develop his career attentively. We have to bear the Berlin between Frankfurt 500 kilometers long lines of communication engineering, and laid by the Russian government designated as "tsarist Russia telegraph system construction and maintenance contractors, and Britain and Austria's telegraph systems engineering, laid connects London and in Calcutta was 1.1 million kilometers of the indo-european telegraph lines, laid across the Atlantic submarine wires. 1848, Werner von Siemens invented the electric current and the destruction of the underwater mines etc, but also greatly developed into mine electrical distance measurement device, use electric manipulation of ships. 1866, Werner von Siemens discovered the principle of work, after generator tough test repeatedly, developed the world since the two "game" generator excitation. This is the second time the industrial revolution of core technology in the world, generator is widely used. Siemens therefore won the highest reward - French "medal of honor," and was the king of Prussia a peerage. 1867, Werner von Siemens invented the alcohol was set to many European countries as standard measure for long-term use, and made a contribution to the standardization work. In 1881, Werner von Siemens
successfully developed the world's first trolley.
In 1892, Werner von Siemens died. His deathbed Werner von Siemens asked his children to insist on "year 20,000 invention innovation" and "the benefit of human society" and the policy of successful experience, insists on exploring new technology and innovation development. The 1936 Olympic Games, for the world of Siemens company producing the first frame cable TV. In 1938, built the first image telephones and electron microscope. In 1953, Siemens has super purity silicon by the entire development process of electronic technology and electrical technology revolution. In the early 1970s, Siemens has successfully developed telephone signal transmission system for communication, the modern business contributed by a telephone, coaxial can simultaneously transmit signals, make telephone 108 million telephone networks on the road of completely automated. Siemens company developed using traditional photographic plate printing to create micro chips, reached advanced level. In addition, Siemens is innovation can make two colors out simultaneously in a piece of paper on both sides of the copy of the new duplicator, and with the Dutch philips company for cooperation and development microcomputer.
Siemens company always to the invention of technology innovation in all the work of the first, attaches great importance to scientific development, and the continuous research into real productive forces. The invention of Siemens company in the book, you can see a series of European and world first: the first phone automatically switches, first long distance telephone, the first generator, the first electric locomotive, the first electronic microscope, the first type... According to statistics, in all aspects of German electrical technology patent, Siemens company have accounted for more than a quarter.
2, the Siemens technology innovation management
Core competence is the enterprise in the long-term operation of the formation, unique, dynamic ability, to support the enterprise resources in the market of present and future development of sustainable competitive advantage, the core competitiveness of enterprise integrating resources and is the result of various aspects ability. Technological innovation management aims to strengthen enterprise research
and development (R&D). Enterprise is the source of enterprise development of R&D and the basic guarantee long-term competitive advantages. Corporate R&D capability include: R&D resources obtaining and using ability, development ability, the R&D achievements transformation ability, etc. Everything in the world is one of the generation, development and decline of the life cycle. As the economic organizations, enterprises should also experienced business period, rise period, the heyday, decline and bankruptcy perish life. Enterprise life cycle length of key business period, how to pass after rise period, accelerate the extended its heyday, postponed its declining period. As a resource and ability of the enterprise aggregation, must flowing into the new resources, and continuously improve the market operation and management ability, the party may have to maintain and extend the life of the enterprise cycle. Product and service is the life of enterprise, the product life cycle elements relative to the enterprise's life cycle is short. Enterprise must develop more have market value of innovative products, one or several products reach up and in its heyday, not into decline period, one or several products has reached its rise and so on, bobo, interlocking continuous product innovation launched a "surge", the company thrives. Innovation of Siemens company continuously to inject vigor of life. For more than half a century in the long course of Siemens company, innovation, development, continuous innovation, product enterprise, is always taking off or flourishing and maintains the enterprise's prosperous. In recent years, along with the world economy globalization, the Siemens company products renewal speed is high. In 1980, Siemens company does not exceed 5 years of innovative products for 48 ﹪ in 1998, has risen to 74, to 2003, Siemens is above 90 ﹪ software products with high technology, innovative products. In more than 10 kinds of Siemens company product, was less than 4 years of 92 ﹪. Siemens company become "longevity enterprise" is the key to it.
Innovation is the main task for the management of innovation process management. Innovation process is generated from the innovation idea to innovation, product innovation to improve the innovation on the market after a series of activities and the logical relationship. Innovation is the most complex kind of business processes and
process, involving marketing, design, development, manufacture, management, finance, business strategy, etc. Technology and product innovation is the core concept of innovation, innovation of technology and product innovation is the foundation, system and mechanism innovation of technology and product innovation is the guarantee.
Siemens company realized: "in the continuous development of high technology, everything will soon be a thing of the past, only grasp the future, there is hope." To ensure that the new technology industries firmly seizing the initiative of Siemens company, the artificial intelligence, fusion, space technology, high-speed trains, solar energy utilization, such as optical technology research topic, strive for a breakthrough as soon as possible. The enterprise technological innovation, into the original innovation, introduction and innovation and imitation innovation etc. Various forms. The original innovation is in full on the basis of theoretical study of developmental innovation. Introduce innovation and imitation innovation is the original innovation based on improved, improve the innovative, thus formed smaller, faster convergence market risk. But with the technology market competition intensifies, innovation and imitation innovation in technology advanced, practicability and timely etc. Have been greatly restricted. From the innovation decision, technical development, capital investment, achievements and risks in such aspects as comprehensive, Siemens company mainly USES the original innovation. Siemens company has a large number of researchers, increased to technological innovation fund, pay great attention to the accumulation of innovation, has the strong research and technical development strength. Siemens global were present at 4.8 million professionals engaged in research and development. In Berlin, Irish roots and Munich has massive research and development center. The research funding for every 10 ﹪ of the total business, above all German electrical industry research funds of 1/3. Ensure new technology in the leading position.
Siemens company research and development work after the second world war was once a pause. The Potsdam agreement will break and control of the German industry, scientific research and technological development activities. Until the late 1940s, a
single field research and development work regularly to recover. Nonetheless, Siemens company must also provide according to regulations regarding the military research project progress and a detailed report. Because of the serious loss caused by war, Siemens company in the development and research work according to the cost of the early 1950s war than sales nearly doubled. Despite the allied restrictions and prohibitions, Siemens innovation development still gained considerable achievements. In 1951, the invention of approximately 2100, registration, and 700 patents in foreign won 900 patents. In 1955, finally gave up on German Allies of scientific research, Siemens company after monitoring and international scientific rebuilt, and set up a laboratory in Munich. Established in 1965, Irish roots research center. Later in Berlin and Princeton, establish research laboratory. Siemens company in America, Austria and British established important research base. In 1969, Siemens company research and development institutions have been adjusted, a central nidalai. In 1988, the research and development of further strengthening functions. In 1996, Siemens will merge with the technical development centers. Every year in the patent application increased year by year. Siemens company 1995/96 in German patent bureau 2920 patents and using samples, and register at the European Patent Office also made 80 first registration. In the German Patent Office number is rising year 18 ﹪. In this year, Siemens has 5,200 invention of registration, and 1989/90 years increased 125 ﹪. At the end of the year 1995/96, Siemens company in the world about 7.3 million items, including protection of the patent for 44 ﹪ issued by the use of registration and style.
Siemens technology innovation of significant advantage of all listed companies, the research projects have stressed the need to have high technical content, competitive, and thus develop developed passels suitable for market needs, walking in the world frontier science and technology of new technology, new product. Siemens company in electronic technology developed in 1983, can the bulk production 256 1000 memory chip. In the mid 1990s, after the world top level to a success. And, through and IBM, Toshiba and MOTOROLA cooperative development, Siemens company to gigabit chip technology pioneer role play. Due to emphasize on the future, technological
innovation of Siemens company research and development projects most far-sighted. Solar energy in terms of research and development, the company put large funds, and lead. In the lab, using "copper - indium - selenium" ternary material development of new solar battery, photoelectric conversion efficiency reached 18 ﹪ above, have the huge potential market. Technology innovation adhere to the "customer-oriented, customer first" is our company's consistent principle of Siemens. For example, Germany in mobile phone users emphasize the function, and China mobile phone users pay more attention to the appearance and practical. Therefore, users in China to operate and sales personnel to use mobile phones are very important. Siemens company pays attention to cultural differences between the consumer behavior, October 1999 in Beijing, China and the United States Princeton established two user interface design center, in order to promote Siemens product localization.
3, Siemens innovation organization management
Innovative organization management including organization innovation and innovation activities of the organization. Innovation organization and management of technology innovation and product innovation is the guarantee. Innovative organization management is based on human, material and financial resources, forming a new efficient allocation of common purpose, and make the organization of its members with the responsibility, right and interest relationship, its purpose lies in the reconstruction of the further innovation goal. Organization innovation is mainly in corporeal carrier of management, called "soft technology innovation", Technological innovation and product innovation is called "hard technical innovation". "Soft technology innovation" less investment, risk and so on a series of small, easy effect. Siemens company through pro-active implementation of innovative organization management, enterprise's resources use more reasonable, the enterprise system operation more harmonious, production capacity of more efficient, effective play "hard for technological innovation, promoting gatherstrength" hard "technology" to improve the competitiveness of enterprises, plays an extremely important role. "Hardware" and "software technology innovation of technology innovation" is the relationship between and promote each other. "Hard technical innovation" results
want continuous effectively into the economic efficiency of enterprises, must have the corresponding "soft" and the technological innovation. "Hard technical innovation" to a certain extent, often called and forced the management mode of operation changes of, so as to promote "soft technological innovation;" On the other hand, effective organization innovation to maximize efficiency of production system, make have limited production capacity and enterprise economic benefits to further improve the technology of "hard" side of the "bottleneck", which can cause emergent and concentrate on the enterprise, thus promoting solved "hard technical innovation".
The concept of innovation of Siemens company as an innovative organization management. Concept is the forerunner of practice, new concepts, will have new practice, new development. Enterprise must have the innovation practice must first innovation concept. Throughout the development process of Siemens company, the most prominent feature is the concept of innovation, and advanced the concept and consciousness. Werner von Siemens proposed "to human society" the innovation idea, he said: "I choose to study the public interest is premise." In the development of human society, the enterprises must constantly to human society ", "must be in the concept of social development following closely. In the new economic era, enter in the business enterprise principle of Siemens company emphasis on "market-oriented, satisfy human needs, protection, improving the environment and the development of the world's leading technology goal to pursue", formed to the requirements of the development of innovative ideas. To meet the needs of the user market concept technology innovation, thus realizing the goal of creating good economic benefit. Siemens company operating philosophy is: "I engaged in the invention, first is to consider whether these products to society, I chose the technological innovation in the interests of the user is premise, but always conducive to myself".
Siemens company adopted in favor of technological innovation in the overall structure and the organization USES tower centralized structure, internal structure by using mixed matrix subsidiary. The specific methods: a department to lead composition, marketing products and services for the sales, In the second set in finance, logistics, personnel, products and support various Marketing Department.
Marketing itself is a small and sound "sparrow", with various professionals. In order to accelerate the transfer information personnel, and relatively concentrated. This is according to the experience of small companies to revise and innovative organization structure. Small company mostly products, so researchers use a centralized, In the construction of large companies and the use of social resources, such as quality control, financial, product design etc. With the professional, social company itself, concentrate on the project development. Siemens company marketing is actually a small company, this kind of structure is used in fierce market changes.
Siemens company in capital control on the market mechanism, follow to compress the cost. Siemens company adopts "the market price of the cost and mechanism, by cost price", "the tradition. When the market price, only after the basic maximum compression cost will make a profit. Cost of compression technology innovation can sometimes be converted into innovative products and market. Siemens company, main measures of compressed cost is equipped with "specialized committee," strategic procurement of raw materials purchase price to strictly guards. Raw materials are often the main component of product cost. "Strategic sourcing committee", one of the main work is constantly seeking new suppliers or cultivate new price cheap suppliers. The second is the product standardization, parts in design standard, in order to reduce as far as possible using duplication and reduce the cost. The third is in full within the scope of the company established a number of "power", its essence is the cost of brainstorming compression rationalization proposals. The "power" by the workers and staff and managers, all advisors. This approach to save costs, such as production technology, the introduction to substitute materials, adopting new management and production measures to improve the warehouse management, improve work efficiency, reduce travel documents etc.
Siemens company in 1998 launch of the "TOP +" strategy, is the innovation of organizational management representative's masterpiece, promoted by the technical innovation and improve the quality of products.
"TOP +" is "whole optimization process is the abbreviation of". The successful implementation of Siemens company with "the TOP +" strategy are directly related.
"TOP +" strategic change the enterprise culture, reduce the number of poor operation department, improve the economic value of the company, to improve the company's position in the market, at the same time, through the measures to punish clearly makes the company to become a more effective to adapt to changing external conditions of enterprises. Their slogan is: reached world-class standards and economic value. In order to stimulate creativity, explore the employee's potential innovation ability, and the "TOP prize, establish business + team award, the business value award. Business prize competition to see who has the best content is the "TOP +" overall solutions. Team award supposes to reduce cost and increase sales and asset management, quality and reasonable Suggestions for five competitions. Business value award appraisal content is to see who has the highest value of the business. At the end of the ceremony held by the chairman of the board and the highest "TOP +" activities for the winners of the members of the board of the highest award winners, give the biggest encouragement and honor. So far, "TOP +" strategy in two-thirds of Siemens company, relevant departments have approximately 40 million employees, including 40 percent in Germany.
Siemens UDO company is used "TOP +" strategy achieved remarkable effect of the automotive sector. The 2000-2001 UDO company annual loss of 2.61 billion euros, Siemens company decided to implement "UDO company +" strategy. TOP, First, the company built for UDO 15 new department, and each department as a medium-sized company operation. 15 a department manager in r&d, production, logistics and administration, material and information technology six aspects such as the target, and the cost of compression eight main measures taken:
One is the leadership and coordination. The measure embodies a kind of each according to his ability, cooperate mode of management. Employees and managers of the company are clear goal, their respective contributions to cooperate, unique target. Enterprise and employee relations is not only the employment, and a mutual cooperative partnership. Managers should be assessment of leadership, and through the scorecard so that it becomes clear.
Second is the emphasis on product innovation. Sales of the company from UDO
r&d products in nearly three years.
Three it is to use scorecard assessment. To correctly appraise the leadership ability, Siemens company executes scorecard assessment system. Scorecard of each department, financial analysis customer, processes and execution, aims to help confirm the daily business activities can be continuously monitored and evaluation measure. UDO company every 3 months will be 50 senior manager gathered by 20, internal auditors composition, there will be 15 assessment team evaluation results of the variables in the chart, the manager. According to the evaluation results of company department manager to punish.
Four is to reduce costs. Siemens company that effective measures to reduce the cost, and not the purchase price to lower is better, but through innovation, or to stimulate sales, shorten the cycle of raw material supply, improve the efficiency and reduce labor, dissolve the hired by the price drop caused by competition, the unfavorable factors to reduce costs. Cost is lower, the prices of the products, and the competitive enterprises earning bigger also.
Five is the sales incentive. Siemens company, whether in mature markets or face the new business opportunities, relative to the competition, it needs at least two times the sales increase to improve his position. Treat yourself as GaoCheng long company, the company is higher than average growth rate of the market, you have to reduce costs, to increase sales, to obtain continuous benefit growth.
Six is asset management. Asset management including fixed assets management and operation of capital management. In these two aspects, the emphasis on the working capital. Operating capital including reducing inventory and cost, unfinished projects have been completed and the unsettled due receivables, etc.
Seven is the best practice. In the "TOP +" activities, Siemens company require employees themselves with the method of good experience to share. Every year, "the project" TOP +, organize everyone, exchange of experience, communicate the best practice experience and Shared.
Ate is determined. Each department with the world with his strongest competition continuously, determine their learning model, to help establish clear goals and learn
their strengths and make my own shortcomings.
Siemens UDO company (2001-2002 year, will cost compressed 6%, saving 7 billion euros in 2003, and realize the profit return about 4 million euros. Siemens company "TOP +" strategy to stimulate creativity as a power of development, in order to achieve customer expectations of productivity growth targets. At present, "TOP +" is the focus of the quality and innovation. In the "TOP +" of strategies for three years, Siemens company made brilliant achievements. In 2001, for example, sales rose 19 billion euros, cost reduced 6.7 billion euros, and achieved six billion euros in economic value.
Third, knowledge management is the management innovation
With the arrival of the new economy, knowledge management is different from traditional management mode and the more rapid creation new competitive enterprises can cause enterprise value, the great attention. With traditional method with traditional thinking to 5-8 years to finish, in the digital age of resource integration and tools can be completed in about half a year, A traditional marketing strategies and implementation method of dozens of people need to work in marketing and promotion of electronic information science and technology, with only 2-3 person can finish. Network and communication technology brings unprecedented speed and competition in the change of human life, the state and commercial operation mode, but also produce larger digital divide and knowledge. Enterprise knowledge management strategy and through the network platform, can be used to support than decuple or on the speed of 100 to innovative solutions, analysis and decision making. In network platform, the best solution may immediately by individual business department to expert consultant group decision-making or. At the same time also can be held in online training or various network conference, greatly saves company internal consumption and avoid unnecessary waste time, improve the work efficiency of each department, create new enterprises competitive value, promote enterprise's core competitive ability. Siemens company of knowledge management and the concrete implementation, also walk in front of the other enterprises. Siemens
company tries to effective knowledge management, and to promote the enterprise in the business areas of business value, and innovation of the management. Through knowledge flow and knowledge integration accelerate shorten time to market, Through the perception and obtain knowledge and information around the world, and to realize the effective management and sharing, facilitate early obtain strategic opportunity, Through the implementation of the community, to practice to manage enterprise core competence and accelerate the knowledge innovation, Through establishing customer virtual community to improve customer loyalty, Through the organization's intellectual discussion, knowledge of such cafe in accelerating the spread of organization innovation practice. The success of knowledge management system is not only a technology related problems, but with the enterprise strategy, values, organization, personnel technical aspects are closely linked.
Knowledge of knowledge management is the management talent. Siemens company attaches great importance to talents, Werner von Siemens only in technical field, and made great achievements in personnel management, also left a pioneer footprint. He thinks "the enthusiasm of the employees is the foundation of successful companies," he introduced many advanced social welfare system, including the implementation of corporate pension in 1872, pension funds plan implementation "the pension system" and the earliest in 1866, he began to profit sharing scheme, the so-called "stock dividends, pioneered many CARES employee development system to practice, and he himself to employ established a series of development of the system, the system of talents, even a lasting impact on the social system, and Germany in today still radiating light. Siemens company staff is regarded as the most precious wealth, people find after never let talent "depreciate" or waste, but according to the actual situation of each employee for its comprehensive development planning, designed with long avoid short, nurturing, given task, help each employee to realize their own value. Through the "comprehensive staff development plans," a series of measures such as Siemens company, help each employee professional ideals, will become a global employee forging unity and efficient team. Siemens company has been committed to the worldwide for self-improvement, the ambition of a person to
join the advanced professional team. Siemens is to rely on the talents from all over the world, to become a human history electrical engineering, electronic engineering and the upcoming photoelectric technology leader of the era.
Siemens company can together various elite, and in the cooperation with others in the class, geometry, implementing strategic big battle, And to fully arouse each member's potential, creating a person's development opportunities. "People" scrupulous, Siemens, simple, direct, refused to buckish, attention, the German culture and style embeded in Siemens corporate culture, in treating employees work and life is the balance of the same earnest and lively, rigorous and humanity. First, Siemens company that care staff's career is concerned about the staff is the best way to provide staff, good working environment, allowing employees to work in a relaxed mood. Siemens company pays attention to the incentive mechanism of action, in order to assure that each employee have fair development opportunities to all employees, a staff development evaluation, the human resources department dedicated staff with special interest to design jobs for workers with career, to each employee career prospects. Siemens company personnel department, has the authority, the status of each layer personnel supervisor is an important member of management, human resources management and development of the business enterprise general strategy into the decision of and is very beneficial. Companies with "internal management training", is responsible for the staff, and carries on the observation and talk with them regularly supervisor to work, and finally puts forward Suggestions to use. Siemens company regulation, selection of business management director must have 1 to 3 years working experience in foreign language, and put in place and national culture as an important condition of Siemens company, in order to ensure the development of national economy development in. Siemens special emphasis on management of leadership, and a worldwide definition of the concept of "leadership by the three aspects: one is the leadership, the result, including financial performance, staff development, customer satisfaction and operation condition, 2 is the main factor, including leadership ability, guidance and attention command of language ability and the ability to influence, Three is leadership of processes, including formulate
long-term goal, planning, implementation and review. Development is an important part of leadership, it consists of flow CPD CPD roundtable dialogue and CPD employees two parts. CPD roundtable meeting was held once a year, and participants is the management of the company: senior managers and human resource management consultant. Participants of the company and employee's potential forecast, review performance of the past year, and puts forward the improved performance-related pay system, formulate specific globalization and localization of the management of the effective integration, and measures for the employee to provide development channel, formulate the cultivation plan full prediction potential. Plan include youth management project, technical training, management training and the coordination of jobs, wheel, salary adjustment project appointed. Siemens company strictly according to the performance ", 15 "welfare nature changing market survey, salary, make a new plan has competitiveness, For each position and keep scientific evaluation of the equity between jobs that internal consistency of compensation system, Sufficiently and necessary communication, through simple procedures for all employees of the new salary system has unified cognition. Company staff dialogue about CPD staff dialogue in a year stipulated by any ongoing, managers and employees, and at the end of the direct fill in "CPD staff dialogue form". These forms after the consolidated become roundtable. Staff dialogue content involves the scope of functions and employees, and performance review and failing to meet the expected result reason analysis, forecast future potential, task and goal setting, the staff present functional requirements and the future of the task of evaluation, employee career development, the development of both agreed. Siemens company provide competitive remuneration, working with business from care staff to care staff life: provide supplemental housing accumulation fund, provide supplementary medical insurance for the staff, the child pay many related expenses, provide staff, the company operates swimming, tennis, badminton and football club, every year many staff travel, through various channels and ways of amateur life rich employees. If the employee has had an accident, for example, the economic difficulties house to need a lot of money, or employees of Siemens company, relatives,
help employees will generosity through difficulties. Siemens ag is a technology-based high-tech companies, but the proportion of female employees, for example, Siemens China but high proportion of female employee, fully revealed a 40 percent of women employees respect and attention.
Siemens company pays attention to the stability of the work, respect and trust their employees on employees, long-term investment, long-term training, long-term employment. Company annual training costs nearly 800 million mark, the proportion of profits by as much as 20% of Siemens company, visible in staff training. Siemens company personnel training new staff training plan, training to employees retraining elite, covers business skills, communication and management ability of comprehensive training. Multistage training system to keep employees of Siemens company perennial with high-quality, become an important source of competition. Siemens worldwide in more than 60 training place, such as corporate headquarters in Munich has Werner von Siemens college, technical assistant in Irish roots with college, is equipped with the most advanced equipment. In China, Siemens corporate investment 40 million mark and Beijing international technology cooperation center in Beijing, cooperate, established the technical training center. Siemens global receive each year in college, the 3,000 from these precious for talents, selection of management personnel, specially for college elite training. In order to strengthen the communication with the students of the college students, enhance attraction, Siemens company established with other colleges and universities, for students and teachers, and provide free for practice teaching, and hold workshops, etc. Siemens company every year from the college recruiting selected top 30 specific training, cultivate their leadership. At present, Siemens has more than 400 "elite", one-fourth of overseas training or in working abroad. Siemens company pay special attention to the employees in the company, on-the-job training in the training for staff, 60 percent of on-the-job training. Siemens has set the cadre training center, an estimated 80 company management personnel to participate in training. According to the primary and middle managers management personnel of professional technical ability and stimulate, mobilize the forces of personnel individual and team. To cultivate
high-level managers to internal and external interests coordination ability for the interests of the whole enterprise.
Four, the construction enterprise core competitiveness
Siemens company for a century and a half reveals that the development of construction enterprise core competitive ability, creative management is the key to support the strong multinational company real power source, the innovation of management that Siemens company has the world first-class technical level and scientific management level. Siemens ag is born in the invention and innovation of enterprise. Innovation has become the core values of enterprise, enterprise culture become strong thick accumulation. Siemens company that innovation is the lifeblood of company, technology is a means of benefiting human development and training talents, promote technological progress is the foundation, advanced technology is invincible. The process of innovation, is the enterprise development process, is the enterprise optimize their behavior, is the process of social progress trend to the process. Enterprise wants to place in market competition, must from the requirement of knowledge economy, from the change of market environment, the ongoing technology innovation and management innovation, system innovation and marketing innovation, the concept of innovation and so on a series of innovation.
The core competitiveness of enterprises is formed numerous factors, but the effect is mainly manifested in the "hardware" and "software" two aspects: one is the "hard" refers to the enterprise is in the leading technology and innovation of rival innovation technology innovation products series, "Soft" refers to the enterprise is one of the leading rivals and stipulate in the organization and management innovation to identify specific forms of organization culture of management system. "Hardware" and "software", tangible and intangible part is indispensable part of unity, is the fundamental forces of Siemens company development. Innovative management is to "hardware" and "software" coordination, planning, control, construct the core competitiveness of enterprises an important factor.
Siemens is to reveal a "longevity" the secret of success in life. Enterprises are able
to "longevity", is the enterprise can be maintained for a long time, and constantly improve the core competitive capacity of enterprises. Siemens company depends on the "year 20,000 invention innovation" and "the benefit of human society" and the policy of successful experience, adhere to develop new technology and innovation to promote the enterprise core competitiveness. From the perspective of dialectics, everything from birth to death is the life cycle, "death" is absolutely, "born" is the opposite of Siemens company, to use innovative products constantly ", "replacement decline for the enterprise, with products of youth vitality" dead "for enterprise's" life ", with products of "dead" for enterprise "eternal life".
The 21st century is the era of intellectual competition ", "competition between enterprises is the human resources destiny1 talents, especially the competition. Siemens company through the staff sincere cooperation, to develop their own enterprise staff belonging to the development of individual consciousness with enterprise fate closely together, make it become the subject of innovation. Enterprises have the technical experts, the abundant technical ability, the technical staff, is not proficient construct the core competitiveness of enterprises.
中文译文：
创新管理永葆企业青春
----德国西门子公司核心竞争力探析
摘 要 西门子之所以不断发展,享有国际盛誉,与其不断提升企业核心竞争力，系统建立创新技术管理、创新组织管理、创新人才管理的完善管理机制有关，这些都促使企业的知识资本含量和运作能力日益增强。本文将对其如何通过创新管理进行核心竞争力的构建进行说明。
关键词 核心竞争力；创新；管理；
德国西门子（SIEMENS）股份有限公司是欧洲最大的电器电子公司，是世界十大电子公司之一，是世界排名第四的家用电器制造商。西门子公司是以生产电子和通讯产品、能源及工业设备、交通和医疗器械为主的综合性集团公司，业务遍布欧洲、美洲、亚洲、非洲和澳洲190多个国家，在全球27个地区拥有39家工厂，其生产的家电产品和通信产品，均享有国际盛誉。西门子公司在跨越两个世纪的漫漫历程中，秉承创始人维尔纳•冯•西门子“一年两万项发明革新”的成功秘诀，系统建立了创新技术管理、创新组织管理、创新人才管理的完善管理机制，不断提升企业核心竞争力，促使企业的知识资本含量和运作能力日益增强。西门子的实践再次向世人昭示：创新是企业的生命，唯有创新才能使企业永葆青春。
2004年，西门子公司在《财富》世界“500强”企业中名列第21位，年度营业总收入为805.01亿美元。
一、百年西门子辉煌的创新历程
西门子创建于1847年，从19世纪中叶出发，带着一路辉煌跨越整个20世纪，以生机勃发的英姿走进了21世纪。西门子的前身是西门子－—哈尔斯克电报机制造公司，是由号称“西门子之父”的维尔纳•冯•西门子和他的合作伙伴约翰•乔治•哈尔斯克创办的只有10个人的小企业。
维尔纳•冯•西门子时代是西门子公司创业发展的辉煌时期。西门子公司由于
维尔纳•冯•西门子的发明创造迅速取得成功。西门子很快着手进行公司的国际化发展，1850年在英国、1855年在俄国、1858年在奥地利分别成立海外分公司。1890年，维尔纳•冯•西门子退休，西门子公司的员工达到5500余名，其中有一半在海外工作。1892年，维尔纳•冯•西门子在柏林逝世，享年76岁。他给人类留下了数不清的发明创造，留下了巨大的遗产，留下了可贵的成功经验。由于他对人类做出的突出贡献，因而被誉为欧洲电气界一颗璀璨的明星。
维尔纳•冯•西门子谢世后，先后由他的三个儿子担任公司首脑。1897年，这个家族企业改组为股份制公司，更名为“西门子与哈尔斯克股份公司”。第一次世界大战期间，西门子公司失去了几乎所有的海外资产，维尔纳•冯•西门子的三儿子卡尔•福里德里奇•西门子成功地将公司重建了起来。卡尔•福里德里奇改变了公司的经营方向，将公司业务集中于电气工程，同时，覆盖“电气工程的全部领域”，从那些“非本企业的”领域中撤出。到1939年，西门子公司的销售额第一次突破１０亿马克，成为世界上最大的电气公司。第二次世界大战期间，公司被迫增加生产战时用品。战争结束时，公司的大多数工厂被摧毁，公司失去了大约80％的资产。战后，西门子公司在德国西部的两个工业重镇——爱尔兰根和慕尼黑开始了重建工作。
西门子公司陆续由卡尔•福里德里奇•西门子三兄弟的后代子孙接班，他们都是具有博士头衔的技术专家和经营管理能手，坚持开拓新的技术领域和创新发展。二战后，西门子公司同“克虏伯”等康采恩共同建立了联邦德国第一个核物理研究所，共同开发研究核工业技术。1953年，西门子公司对取得超纯度硅工艺的开发引起了整个电子技术和电气技术的革命。公司的销售额逐年增加，1951年为10亿马克，到1962年增至50多亿马克。1966年，正式易名为西门子股份有限公司。20世纪70年代初期，西门子公司研制成功了传送电话讯号系统，为通讯事业的现代化作出了贡献。1989年，西门子公司采用现代结构进行改组，形成了１７个核心业务集团，以便更好地适应公司在新领域的发展。1990年，西门子公司收购了利多富计算机股份公司，成为发展中的欧洲个人电脑市场上最大的生产厂商。
1982年，西门子公司开始进入现代中国，在北京开设了代表处，随后又在广州、上海和沈阳增设了3个地方代表处。两年后，西门子公司与北京国际技术
合作中心合作建立了北京技术交流培训中心。1986年，西门子公司将世界先进的数控系统传入中国，使得以普通机床为主导产品的中国机床制造商们眼前为之一亮。1994年10月，西门子公司在华投资设立控股公司，西门子(中国)有限公司在北京成立，为西门子公司下属的营运公司提供销售、市场营销、人力资源、信息通讯、电子商务、采购、融资、法律和战略规划等服务。西门子公司的所有业务分支，包括信息与通讯、自动化与控制、电力、交通、医疗、照明和家用电器等在中国都有设置，其中基础设施建设和自动化控制是西门子公司在华的核心产业。经过10年的不懈努力，西门子公司在华业务发展迅速，长期投资总额超过5亿欧元，在全国各地设有40多家分公司和26个代表处，2001年，西门子公司在中国地区的销售总额超过35亿欧元。中国已经成为西门子公司在全球及亚太地区业务发展的主要支柱之一。
二、创新管理提升核心竞争力
普拉哈拉德和加里•哈梅尔在经典的《公司的核心竞争力》一文中首先提出了“核心竞争力”概念，同时指出：“公司就好比一棵大树，树干和几个主要枝杈是核心产品，较纤细的树枝则是业务单元，叶、花与果实则属于最终产品。为大树提供养分和起支撑固定作用的根系就是公司的核心竞争力。”西门子的创新管理正是“为大树提供养分和起支撑固定作用的根系”。创新管理有三种互相联系的不同含义：一是管理的创新；二是对创新活动的管理；三是创新型管理。西门子的创新管理是指“对创新活动的管理”，包括创新技术管理、创新产品管理、创新人才管理。创新是人们对事物发展规律认识的深化、拓展和升华，创新目的在于探索新知、推动发展，其前提是必须有正确的思想方法、科学求实的态度、变革求新的勇气。从理论上说，创新的动力，一是社会需求、市场需要的拉力；二是科学技术和企业本身发展的推力。市场需求始终是西门子公司创新的主要源泉。随着人类社会的文明进步，消费者的需求不断变得更高级，更多样化。针对市场需求的这种变化，一种态度是消极地紧随其后，一种态度是积极地适当超前。西门子公司采用适当超前的态度，在市场需要调查和需求发展预测的基础上，依靠创新人才和创新技术，生产出创新产品来带动和影响新的消费习惯、消费文化以及相适应的新的市场政策和市场购买力，创造新的市场需求，形成“市场需求
预测→技术创新和产品创新→新消费方式和市场适应力→新市场需求→新的创新构思”的良性循环。创新是根据客观的需要，把已有的生产要素，已有的条件、技术组合起来产生一个新的飞跃，以此提高生产效率，创新产品价值，为企业进入多个市场提供方便，对最终产品为客户带来的可感知价值做出贡献，创新成果为竞争对手难以模仿，从而提升企业核心竞争力。西门子在持续不断的创新循环中，保持了企业强大的活力，虽历时百年而永葆青春。
1、西门子的创新传统
1997年，西门子公司出版发行了一本公司自传性质的书，名叫《西门子——150年的辉煌》，该书的封二上印了一段开场白，其中有这样一句话：“1997年，西门子翻开了她历史中的第150页篇章，这是一个值得特别庆祝的历史时刻。纵观世界，在具有类似规模的工业公司中，能够享有如此悠久和成功历史的只有为数不多的几家。”西门子保持并发扬了由维尔纳•冯•西门子开创的技术发明和创新事业，使西门子成为人类历史上电气时代、电子时代以及即将来临的光电时代的领袖。
维尔纳•冯•西门子的一生是辉煌灿烂的，由于他对人类做出的突出贡献，因而被誉为欧洲电气界一颗璀璨的明星。维尔纳•冯•西门子，1816年出生于德国的汉诺威，身为农民的父母无力供他上大学，迫于生计，18岁的维尔纳•冯•西门子进入柏林炮兵学校学习。在学习期间，维尔纳•冯•西门子即开始了他的创造发明。入学第二年，维尔纳•冯•西门子用他研制的金属镀金、镀银技术，同一家工厂合办了德国第一家电镀部。他还发明了锌版印刷术，并制成第一架锌版印刷机。学校毕业后，维尔纳•冯•西门子在普鲁士军队中服役，继续进行科学研究，并到柏林大学深造。1845年，大学毕业后的西门子发明了自动断续指针电报机，不久，又试制成功了爆炸威力强大的棉花火药。1846年，他首创了马来树胶电线，第一个解决了电线绝缘的难题。第二年，他用这种电线铺设了从柏林到格罗斯培尔的地下线。1847年10月，已成为普鲁士少尉军官的维尔纳•冯•西门子与机械师约翰•乔治•哈尔斯克，在柏林创建了西门子——哈尔斯克电报机制造公司。公司取得了成功，于是维尔纳•冯•西门子脱下军装，专心开拓他的事业。公司相继承担了柏林到法兰克福之间长达500公里的通讯线路的铺设工程，并被俄国政府指定为“沙皇俄国电报系统建造与维修承包商”，完成了英国和奥地利的
电报系统工程，铺设了连接伦敦和加尔各达的长达1.1万公里的印欧电报线路，铺设了横跨大西洋的海底电线。1848年，维尔纳•冯•西门子发明了电流引爆的海底水雷以及杀伤力极大的地雷等，还研制成电气距离测定器，用电气操纵船只航行。1866年，维尔纳•冯•西门子发现了发电机的工作原理，经过反复多次的艰苦试验，研制出世界最早的两部“自激磁场式”发电机。这是第二次世界工业革命的核心技术，从此发电机在世界各地得到广泛应用。西门子因此荣获了法国最高奖赏——“荣誉勋章”，并被普鲁士国王封为贵族。1867年，维尔纳•冯•西门子发明了酒精定量器，被欧洲许多国家定为标准量器并长期使用，为世界标准化工作做出了贡献。1881年，维尔纳•冯•西门子研制成功世界上第一辆电车。
1892年，维尔纳•冯•西门子逝世。临终前维尔纳•冯•西门子要求他的子孙们坚持做到“一年两万项发明革新”和“有益于人类社会”的方针和成功经验，坚持重视开拓新的技术领域和创新发展。1936年，西门子公司为世界奥运会制造了第一架有线电视。1938年，建造了第一架影像电话机和电子显微镜。1953年，西门子公司取得超纯度硅工艺的开发引起了整个电子技术和电气技术的革命。20世纪70年代初期，西门子公司研制成功了传送电话讯号系统，为通讯事业的现代化作出了贡献，用一条同轴电话线可以同时传送1.08万个电话讯号，使电话通讯网走上了全部自动化的道路。西门子公司研制出了运用传统的照相平板印刷术来制造微型集成电路板，达到领先水平。另外，西门子公司还创新推出能够使两种颜色同时在一张纸上的两面进行复印的新型复印机，并与荷兰菲利浦公司进行合作，开发微电脑。
西门子公司始终把以创造发明为主的技术创新放在一切工作的首位，高度重视科研开发工作，并持续不断地把科研成果尽快转化为现实生产力。在西门子公司的发明册上，可以看到一系列欧洲和世界第一：第一部电话自动交换机、第一部长途电话机、第一台发电机、第一辆电力机车、第一台电子显微镜、第一部电传机„„据统计，在德国电气技术方面的全部专利中，西门子公司竟占到1／4以上。
2、西门子的技术创新管理
核心竞争力是企业在长期经营中所形成的，独特的、动态的能力资源，支持着企业现在及未来在市场中保持可持续竞争优势的发展，这种核心竞争力是企业整合
各种资源和各方面能力的结果。技术创新管理的目的是为了增强企业研究与开发（R&D）能力。企业R&D是企业发展的源泉和取得长期竞争优势的基本保证。企业研发能力主要包括：R&D资源获取与利用能力、开发能力、R&D成果转换能力等。世界上的任何事物都有一个产生、发展、衰败的生命周期。企业作为经济组织，也要经历创业时期、上升时期、鼎盛时期、衰败时期和破产灭亡的生命历程。企业生命周期长短的关键在于经过创业时期之后，如何加速其上升时期，延长其鼎盛时期，推迟其衰败时期的到来。企业作为资源与能力的集合体，必须源源不断地注入新的资源，并持续地提高其市场运作能力和企业管理能力，方有可能维持和延长企业的生命周期。产品和服务是企业的生命元素，产品的生命周期相对于企业的生命周期来讲是短暂的。企业必须开发多个有市场价值的创新产品，一个或几个产品达到上升和鼎盛时期后，在其尚未进入衰败期的时候，另一个或几个产品已经达到了上升鼎盛期，如此环环相扣，波波相连，依靠持续不断推出创新产品形成的“浪涌”，获得企业的生生不息。创新为西门子公司持续不断地注入生命活力。在长达一个半多世纪的漫漫历程中，西门子公司不断创新，不断开发，不断推出创新产品，方使企业始终处在上升期或鼎盛期，而保持了企业的长盛不衰。近年来，随着世界经济一体化进程的加快，西门子公司产品更新换代的速度也在提高。1980年西门子公司创新不超过5年的产品占48﹪，到1998年已上升到74﹪，到2003年，西门子公司90﹪以上的产品是含高技术软件在内的创新产品。在西门子公司的10余万种产品中，问世不到4年的占92﹪。西门子公司成为“长寿企业”的奥秘就在于此。
创新管理的主要任务是对创新过程的管理。创新过程是指从创新构思产生到创新实现，直至创新产品投放市场后改进创新的一系列活动及其逻辑关系。创新过程是最复杂的商业过程和组织过程，涉及营销、设计 、研发、制造、管理、金融、商业战略等活动。技术和产品的创新是整个创新工作的核心，观念的创新是技术和产品创新的基础，体制和机制的创新是技术和产品创新的保证。
西门子公司认识到：“在高技术不断发展的年代，一切都将很快成为过去，只有把握未来，才有希望。”为确保在新技术产业中牢牢占据主动地位，西门子公司把人工智能、核聚变、空间技术、超高速列车、太阳能利用、光通信技术等课题作为科研攻关重点，力争尽快取得新的突破。企业的技术创新，分为原始创
新、引进创新和摹仿创新等多种形式。原始创新是在充分理论研究的基础上的开发性创新。引进创新和摹仿创新则是在原始创新的基础上加以改进、完善而形成的创新，因而市场风险较小，收效较快。但随着技术市场竞争的加剧，引进创新和摹仿创新在技术的先进性、使用性以及适时性等方面都受到了较大的限制。从创新决策、技术开发、资金投入、成果转化以及承担风险等几方面综合来看，西门子公司主要采用原始创新。西门子公司汇聚了大批科研人员，加大了对科技创新的资金投入，十分注重技术积累，具有强劲的创新研究和技术开发实力。目前西门子公司在全球共有4.8万名专业人员从事研究开发。在柏林、爱尔兰根和慕尼黑设有大规模的研究开发中心。每年的科研经费开支占公司经营总额的10﹪以上，约占德国电气工业全部科研经费的1／3左右。从而保证了在新科技领域的领先地位。
西门子公司的研究和开发工作曾在二战后一度停顿。波茨坦协定规定要拆散和控制德国工业，首当其冲的是科学研究和技术开发活动。直到20世纪40年代末期，单个领域的常规性研究和开发工作才得到恢复。虽然如此，西门子公司还必须按规定向军政府提供关于单个研究项目及其进展情况的详细报告。由于战争造成的严重损失，使得西门子公司在进行开发和研究工作时的花费按20世纪50年代初的销售额计算比战前增加了将近一倍。尽管有盟军的种种限制和禁令，西门子公司的创新开发仍然取得了可观的成绩。1951年，共进行了大约2100个发明登记，取得了700个专利，并在国外获得了900个专利。1955年，在盟国最终放弃了对德国科学研究的监控以后，西门子公司才得以重新与国际科研接轨，并在慕尼黑设立了实验室。1965年，设立爱尔兰根研究中心。以后又陆续在柏林和普林斯顿设立研究实验室。西门子公司还在美国、奥地利和英国设立了重要的研究基地。1969年，西门子公司对科研开发机构进行了调整，组建中央技术处。1988年，中央研究和开发部的职能得到进一步强化。1996年，西门子将中央技术部和开发中心合并到了一起。每年申请的专利在逐年提高。西门子公司1995／96年度在德国专利局申请了2920项专利和使用样品登记，并在欧洲专利局另外进行了80项首次登记。在德国专利局申请专利数量较上一年度上升了18﹪。在这一年里，西门子公司共取得了5200项发明登记，与1989／90年相比增长了125﹪。1995／96年度结束时，西门子公司在全球大约有7.3万项保护权，
其中44﹪为颁发的专利和登记的使用样式。
西门子公司技术创新的显著的优势是，所有列入公司的研究项目都强调要有高技术含量，有市场竞争力，从而开发试制了一批又一批适合市场需要，走在世界科技尖端领域的新技术、新产品。西门子公司在电子技术方面，于1983年开发成功可成批生产的256千位存储芯片。20世纪90年代中期，追赶世界顶级水平的努力取得了成功。并且，通过与IBM、东芝和摩托罗拉合作开发千兆芯片，西门子公司重新发挥了技术领头羊的作用。由于强调技术创新立足未来，西门子公司研究和开发的项目大部分具有前瞻性。在太阳能清洁能源的研究开发方面，公司投入大量经费，并取得领先成果。在实验室里，采用“铜－铟－硒”三元材料开发制成的新型太阳能电池，光电转换效率已经达到18﹪以上，具有巨大的潜在市场。技术创新坚持“面向客户，客户至上” 是西门子公司的一贯原则。以手机为例，德国用户强调手机的功能，而中国用户更注重手机的外观和实用。因此对中国用户来说，操作简便和销售人员懂得手机使用说明十分重要。西门子公司重视文化差异带来的消费行为差异，1999年10月在中国北京和美国普林斯顿建立了两个用户界面设计中心，以推动西门子产品的本地化。
3、西门子的创新组织管理
创新组织管理包括组织创新以及对创新活动的组织。创新组织管理是技术创新和产品创新的保证。创新组织管理是指通过对人力、物力与财力的有效配置，形成新的共同目的认同，并使原组织认同体对其成员责、权、利关系的重构，其目的在于取得对创新目标的进一步共识。组织创新不是以物质载体为主而偏重于管理，称为“软技术创新”；而技术创新和产品创新则称为“硬技术创新”。“软技术创新”具有投资少、风险小、容易见效等一系列优点。西门子公司通过积极实施的创新组织管理，使企业的各种资源利用更加合理，整个企业系统运行更加和谐高效，生产能力得到更有效地发挥，为“硬技术创新”积聚实力，推动“硬技术创新”的进行，对于提高企业竞争力起极为重要的作用。“硬技术创新”与“软技术创新”二者是相互联系、相互促进的。“硬技术创新”的成果想要持续有效地转化为企业的经济效益，必须有相应的“软技术创新”与之配合。“硬技术创新”达到一定程度后，往往会呼唤和迫使管理体制的运作方式发生相应的变化，从而推动“软技术的创新”；另一方面，有效的组织创新使生产体系效能最大限
度地得到发挥，使限制生产能力和企业经济效益进一步提高的“硬技术”方面的“瓶颈”突现出来，从而能引起企业的重视并集中力量加以解决，由此推动“硬技术创新”。
西门子公司把观念的创新作为创新组织管理的基础。观念是实践的先导，有全新的观念，才会有全新的实践、全新的发展。企业要有创新实践必须首先创新观念。纵观西门子公司的发展历程，其最显著的特点，就是观念创新带来的理念与意识的超前。维尔纳•冯•西门子提出“有益于人类社会”的创新理念，他说：“我所选择的研究总是以大众的利益为前提”。人类社会在不断地发展，企业要“有益于人类社会”，就必须在观念上紧紧追随发展的社会。在世界进入新经济时代，西门子公司在企业经营理念上强调“以市场为导向，以满足人类需要，保护、改善环境和开发全球一流技术为追求目标”，形成了适应时代发展要求的创新理念。以满足用户需求的市场观念进行技术创新，因而实现了创造良好经济效益的目标。西门子公司的经营理念是：“我从事发明创造，首先是考虑这些产品是否有益于社会，我选择的创新技术总是以用户利益为前提，但最后总是有益于我自己”。
西门子公司采用有利于技术创新的组织结构，在总体的组织机构上采用塔式中央集权结构，子公司内部采用混合矩阵结构。具体的做法是：一线部门以产品牵头组成产、销、购的一条龙服务销售部；在二线上设有财务、后勤、人事、产品等部门支持一线的各营销部。营销部本身是一个小而健全的“麻雀”，拥有各种专业人员。为了加快信息的传递，实行人员相对集中。这是参照小公司的经验加以修改而创新的组织结构。小公司的经营多半是产品单一，所以人员集中使用；而在公司建设上大量利用社会资源，如质量的控制、财务、产品的设计等都借助社会上的专业处理，公司本身则把精力集中放在项目发展上。西门子公司的营销部实际上也是一个小公司，这种结构的应用是近年市场激烈变化的结果。
西门子公司在资金的控制上遵循市场机制，努力压缩成本。西门子公司采用“市场价格决定成本”的机制，而摈弃“由成本决定价格”的传统做法。当市场价格基本确定后，只有最大限度地压缩成本才会获得利润。压缩成本有时会成为技术创新能否转化为创新产品而进入市场的关键。西门子公司压缩成本的主要措施，首先是专门设有“战略采购委员会”，旨在严格把守原材料的进价关。原材
料往往是产品成本的主要组成部分。“战略采购委员会”的主要工作之一，是不断地寻求新的供应商或者培养新的售价低廉的供应厂商。第二是产品标准化，零部件在设计上尽量采用标准件，以减少重复劳动，降低成本。第三是在全公司的范围内成立若干个“动力小组”，其实质是集思广益压缩成本的合理化建议组织。“动力小组”由工人、职员、经理、各界咨询者组成。这种做法旨在节约开支，如生产技术的引进，改用替代材料，采用新的管理和生产措施，改进仓库的管理，提高办公效率，减少公文旅行等。
西门子公司在1998年推出的“TOP+”战略，是创新组织管理具有代表性的杰作，有力地推动了技术创新和产品质量的提高。
“TOP+”是“整体最优化过程”的缩写。西门子公司的成功与其实施“TOP+”战略有直接的关系。实施“TOP+”战略改变了企业文化，减少了不良运作部门的数量，提高了公司的经济增加值，改善了公司在市场上的地位，同时通过奖罚分明的措施使公司成为一个能够更有效地适应不断变化的外在条件的企业。他们的口号是：达到世界级标准，取得经济增加值。为了激发员工的最大创造力，发掘潜在的创新能力，“TOP+”设立商务奖、团队奖、业务价值奖。商务奖的竞赛内容是看谁有最佳的“TOP+”整体方案。团队奖下设降低成本、提高销售额、资产管理、质量和合理化建议五个竞赛项目。业务价值奖的评奖内容是看谁取得的业务价值最高。在年末召开的颁奖大会上，由公司最高董事会主席和负责“TOP+”活动的公司最高董事会成员为获奖者颁奖，给予获奖者最大的鼓励和荣誉。迄今为止，“TOP+”战略在西门子公司的三分之二的部门得到应用，相关员工大约有40万人，其中40％在德国。
西门子UDO公司是应用“TOP+”战略取得显著效果的汽车零部件部门。UDO公司2000－2001年度亏损额达2.61亿欧元，西门子公司决定在UDO公司实施“TOP+”战略。首先，为UDO公司构建了15个新的部门，并把每个部门当成一个中型公司来运营。15个部门经理在研发、生产、物流、行政、材料和信息技术等6个方面制订了压缩成本的目标，并采取了8项主要措施：
一是领导能力与协作。这项措施体现的是一种各尽其能、共同协作的管理模式。雇员与管理者都要明确公司的目标，各自贡献特有的才能，共同合作完成目标。企业与员工的关系不仅仅是雇佣关系，而且还是一种相互合作的伙伴关系。
管理者的领导能力要被评估，并且通过计分卡使其变得透明。
二是重视产品创新。UDO公司30％的销售额来自近三年研发的产品。
三是用计分卡考核。为正确评价领导的能力，西门子公司实行计分卡考核制度。计分卡分析各部门的财务、客户、流程和执行情况，旨在帮助确认日常的商务活动能否持续地得到监控和评估测量。UDO公司每3个月将50名高级经理召集在一起，由20名内部审计师组成考评小组，将有15项变量的考核结果，以图表的形式向高层经理展示。公司依据考评结果对部门经理进行奖罚。
四是降低成本。西门子公司认为降低成本的有效措施，并不是把采购价格压得越低就越好，而是通过创新或刺激销售，缩短供货周期，提高原材料的利用率，减少外雇劳动力，化解因竞争加剧引起的价格下降的不利因素，促使成本降低。成本越低，产品的价格才越有竞争力，而企业所获得的收益也就越大。
五是销售激励。西门子公司认为，无论在成熟的市场上还是面对新的商业机会，相对于竞争对手来说，至少需要两倍的销售增加量才能提高自己的地位。要把自己定为高成长的公司，即公司的增长要高于市场平均增长率，就得先降低成本，再增加销售额，去获得持续的效益增长。
六是资产管理。资产管理包括固定资产管理和运营资本管理。在这两方面中，重点放在运营资本上。运营资本包括降低库存、未完工工程成本、已完工未结算工程款和应收账款等。
七是最佳实践共享。在“TOP+”活动中，西门子公司要求员工把自己好的经验方法拿来与大家共同分享。每年“TOP+”项目的颁奖大会，组织大家互相沟通，交流经验，把最佳的实践体验与大家共享。
八是确定学习榜样。各部门拿自己同世界上最强的竞争对手不断地进行比较，确定自己的学习榜样，帮助确立明确的奋斗目标，学习他们的长处，弥补自己的不足。
西门子UDO公司2001－2002年度，将成本压缩了6％，节约了7亿欧元，2003年实现扭亏为盈，实现利润约4亿欧元。西门子公司把“TOP+”战略看成一种激发创造力的发展动力，以达到客户期望的生产率增长目标。目前，“TOP+”的重点是质量和创新。在“TOP+”战略实施的3年来，西门子公司取得了辉煌的成绩。以2001年为例，销售额上涨了19亿欧元，成本降低了6.7亿欧元，并取
得了6亿欧元的经济附加值。
三、知识管理是创新管理的基础
随着新经济浪潮的到来，知识管理正以其不同于传统管理方式且更可以快速创造企业新竞争价值的特质，引起企业的极大关注。以传统思维与传统方法需要5－8年才能完成的事情，在数字时代的资源整合与工具下，可以在半年左右完成；一个以传统行销策略与执行方法需要数十人的推广工作，在电子行销与信息科技辅助下，仅需2－3人便可完成。网络与通讯科技带来的前所未有的速度与竞争，在改变人类的生活状态与商业经营模式的同时，也产生更大的数字落差与知识落差。企业通过知识管理策略及网络平台的支持，可以以较之以前数十倍或上百倍的速度，对创新的方案进行分析和决策。在网络平台上，最佳的解决方案可以立即由单个的业务部门传送到决策层或专家顾问群。与此同时企业还可以在网上进行培训或召开各种网络会议等，大大节省公司内部消耗，避免不必要的时间浪费，提升各部门的工作效率，产生新的企业竞争价值，提升企业核心竞争力。西门子公司对知识管理的认识以及具体的实施方面，也走在了其他企业的前头。西门子公司试图通过对有效的知识管理，来提升企业在各个业务领域的业务价值，并以此作为创新管理的基础。通过加速知识流和知识整合缩短产品上市时间；通过感知和获取遍布全球的知识和信息，并对之实现有效共享和管理，以便及早获得战略机遇；通过实施实践社区，以之来管理企业核心能力并加速知识创新；通过建立面向客户的虚拟社区来改善客户忠诚度；通过组织知识座谈、知识咖啡馆等方式加速各种创新实践在组织中的传播。成功的知识管理系统绝不仅仅是一个技术相关问题，而是同企业战略、价值观、组织、人员技术等各个方面都有紧密联系。
知识管理首先是对知识人才的管理。西门子公司一贯高度重视人才，维尔纳•冯•西门子不仅在技术领域取得巨大成就，而且在人才管理方面，也同样留下了一个先驱者的足迹。他认为“员工的积极性是公司成功的基础”，他引进了许多超前的社会福利制度，包括1872年实施的公司养老抚恤基金方案，成为实施“养老金制度”的鼻祖，他并且在1866年开始实行利润分享方案，即所谓“股权分红”，开创了众多关心员工发展的制度来实践他的用人理念，并亲自着手建
立了一系列发展人才的制度，这些制度甚至深远地影响着德国的社会制度，并在今天仍然散发着光芒。西门子公司把员工看作是最宝贵的财富，觅得贤才后决不会让人才“贬值”或荒废，而是主动根据每名员工的实际情况，为其精心设计综合发展计划，用长避短，精心培育，赋予重任，帮助每一位员工实现自身的价值。通过“综合员工发展计划”等一系列措施，西门子公司帮助每一名员工实现职业理想，将全球员工锻造成为一个团结而高效的团队。西门子公司一直致力于在世界范围内寻找自强不息、志向高远的人士来加入这一先进的专业团队。西门子公司正是依靠来自世界各地的优秀人才，才得以成为人类历史上电气工程时代、电子工程时代以及即将来临的光电技术时代的领袖。
西门子公司既能汇集各路精英，并在与他人的合作中，形成几何级的合力，实施战略性的大战役；又能充分激发每一位成员的潜能，创造一个人的发展机会。“西门子人”做事严谨，方式简单，表达直率，拒绝浮华，重视结果，德国人的文化与风格深深印在西门子公司的企业文化之中，在对待员工工作与生活的平衡方面同样是认真而活泼，严谨而不失人情味。首先，西门子公司认为关心员工的事业发展是关心员工的最好方式，因而努力为员工提供良好的工作环境，让员工能够心情舒畅地工作。西门子公司十分注重激励机制的作用，为了确保每位员工都拥有公平的发展机会，每年对全体员工进行一次员工发展评估，人力资源部门致力于根据员工兴趣与特长为员工设计工作岗位与职业生涯，给每一名员工良好的职业发展前景。西门子公司的人事部门地位高、有权威，各层人事主管都是管理层的重要成员，这对于把人力资源管理与开发纳入到企业经营总战略和总决策之中是非常有利的。公司内部设有“管理人员培训部”，负责对工作人员进行观察，并且定期同他们及其上司谈话，最后提出对工作人员继续使用的建议。西门子公司规定，选拔业务管理主管必须具有1至3年的国外工作经验，而且把外语以及对所在国家文化状况的了解作为重要条件，以确保把西门子公司的发展融入所在国的经济发展之中。西门子公司特别强调管理者的领导能力，并有一个全球范围内定义的“领导力”概念：具体由三个方面构成，一是领导力产生的结果，包括财务表现、员工发展状况、客户满意程度和流程操作情况；二是领导力的主要因素，包括驾驭力、关注能力、指导能力和影响能力；三是领导力产生的流程，包括制定远景目标、制定计划、实施和回顾。发展领导力重要的部分是ＣＰＤ流
程，它由ＣＰＤ圆桌会议和ＣＰＤ员工对话两部分组成。ＣＰＤ圆桌会议每年举行一次，参加人员是公司管理人员：中高级经理和人力资源管理顾问。参与者对公司团队和重点员工的潜能进行预测，回顾过去一年的业绩，提出改进后的与业绩挂钩的薪酬体系，制定具体的管理本地化和全球化有效融合的措施，并为员工提供发展渠道，制订充分预测潜能的培育计划。计划包含青年管理项目、技术培训、管理培训以及与之相协调的工作岗位轮调、项目任命、薪酬调整等。西门子公司严格根据业绩表现“按劳取酬”，进行薪酬福利调查，体察市场变幻，使新的薪酬计划具有市场竞争力；对各个岗位进行科学评估，保持岗位之间的公平性即内部薪酬体系的一致性；进行充分而必要的沟通，通过简捷的程序让所有的员工对新的薪酬体系有统一的认识。关于ＣＰＤ员工对话，公司规定员工对话在一年中随时持续进行，由经理人员和员工直接开展，并在年终填写“ＣＰＤ员工对话表格”。这些表格经过汇总成为圆桌会议的重要参考。员工对话的内容涉及员工职能及责任范围、业绩回顾及未达到预期结果的原因分析、潜能预测、未来任务及目标设定、员工完成目前职能要求及未来任务的能力评估、员工本人对职业发展的看法、双方共同商定的发展措施等。西门子公司为员工提供具有竞争优势的薪酬待遇，同时从关心员工工作与事业的角度去关心员工生活：为员工提供补充住房公积金，为员工提供补充医疗保险，为员工的小孩支付许多相关费用，为员工提供班车，公司设有游泳、网球、羽毛球、足球等众多俱乐部，每年都组织员工出游，通过各种渠道与方式丰富员工的业余生活。若员工遇到意外的经济困难，比如买房需要很多钱，或员工的亲属患病，西门子公司都会慷慨解囊，帮助员工度过难关。西门子公司是一家以技术为基础的高科技公司，但其女性员工比例却很高，例如西门子中国公司的女性员工比例达40%，充分显示了对女性员工的尊重与重视。
西门子公司重视工作的稳定性，尊重与信任自己的员工，对员工进行长期投资，长期培养，长期任用。公司每年用于培训的费用近8亿马克，占其利润比例高达20%左右，可见西门子公司对员工培训的重视程度。西门子公司的人才培训计划从新员工培训、大学精英培训到员工再培训，涵盖业务技能、交流能力和管理能力的综合培训。多级培训制使西门子公司长年保持员工的高素质，成为具备强大竞争力的重要来源。西门子公司在全球拥有60多个培训场所，如在公司总
部慕尼黑设有维尔纳•冯•西门子学院，在爱尔兰根设有技术助理学院，都配备了最先进的设备。在中国，西门子公司投资4000万马克与北京市国际技术合作中心合作，共同建立了北京技术培训中心。西门子公司每年在全球接收3000名左右的大学生，为了从这些宝贵的人才中，选拔优秀管理人才，而专门进行大学精英培训。为了加强与大学生的沟通，增强对大学生的吸引力，西门子公司同各国高校建立了密切联系，为学生和老师安排活动，并无偿提供实习场所和教学场所，举办报告会等。西门子公司从每年招聘的大学生中选出30名尖子进行专门培训，培养他们的领导能力。目前，西门子公司共有400多名“精英”，其中四分之一在接受海外培训或在国外工作。西门子公司特别重视员工的在职培训，在公司每年投入的培训费中，有60％用于员工在职培训。西门子公司还设置干部培训中心，每年约有80名公司管理人员参加培训。针对基层和中层管理者重点培养管理人才的专业技术能力和激发、调动个人及团队力量的人事能力。对高层管理者重点培养将内部和外部利益协调统一为企业整体利益的能力。
四、构建企业核心竞争力的关键
西门子公司长达一个半世纪的发展历程，揭示了构建企业核心竞争力的关键，创新管理是支撑这个强大跨国公司真正的力量源泉，创新管理使西门子公司拥有世界一流技术水平和科学管理水平。西门子公司是在发明、创新中诞生的企业。创新已经成为企业价值观的坚固核心，成为企业文化的厚重积淀。西门子公司认为，创新是公司的命脉，技术是造福人类的手段，人才开发和培训是推动科技进步的基础，领先的技术是立于不败之地的保障。创新的过程，是企业实现发展的过程，是企业优化自身行为的过程，是适应社会进步趋势的过程。企业要想在市场竞争中占有一席之地，必须从知识经济的要求出发，从市场环境的变化出发，不断进行技术创新和管理创新、制度创新、营销创新、理念创新等一系列创新。
企业核心竞争力的形成是众多因素共同起作用的结果，但主要表现在“硬”和“软”两个方面：“硬”的一面是指企业所具有的领先于竞争对手的创新技术及体现创新技术的创新产品系列；“软”的一面是指企业所具有的领先于竞争对手并统摄创新活动的组织管理及由此形成的可以识别特定企业的组织管理文化
系统。“硬件”和“软件”、有形部分和无形部分缺一不可，两者的统一是西门子公司发展的根本力量。创新管理就是对“硬件”和“软件”的协调、计划、控制，成为构筑企业核心竞争力的重要因素。
西门子公司还向人们揭示了一个“长寿企业”成功的奥秘。企业之所以能够“长寿”，就在于企业能够长期保持并不断提升企业核心竞争力。西门子公司依靠“一年两万项发明革新”和“有益于人类社会”的方针和成功经验，坚持开拓新的技术领域和创新发展来提升企业核心竞争力。从辩证法的角度看，任何事物都有从生到死的生命周期，“死”是绝对的，“生”是相对的，西门子公司巧妙地运用创新产品不断“衰亡”的更替变化，换来了企业的永葆青春活力，用产品的“死”换来了企业的“生”，用产品的不断的“死”换来了企业的“永生”。
21世纪就是“智力竞争时代”，企业间的竞争归根到底是人力资源、特别是优秀人才资源的竞争。西门子公司通过与员工的真诚合作，努力培养员工对本企业的归属意识，把个人的发展同企业命运紧密地联系在一起，使之成为创新的主体。企业拥有技术专家的多少，技术能力的雄厚与否，员工技术的熟练与否，才是构建企业核心竞争力的根本保证。