The following report is about the strategic situation Siemens is in at the moment. Following the analysis of the situation with a PEST analysis, a SWOT analysis and an adapted mode of entry model, recommendations for the use of external and internal consultants will be given, depending on the task in hand. To solve cultural issues it is important to use a mix of consultants as explained below the external as a mediator and the internal consultant as an expert on how the merged companies operate individually. Issues to do with politics and the possible changes require an expert from the outside to be consulted, because this kind of knowledge needs dedication to acquire and a special focus on laws and regulations in the EU. For Technological challenges that will arise with the industry 4.0 development, a mix of internal trainings led by the SMC (Siemens Management Consultancy) and external professionals will be advised, due to the greater knowledge IT firms have over normal IT staff at Siemens AG.
Inhaltsverzeichnis (Table of Contents)
- 1 Introduction
- 2 A Strategic analysis of Siemens Group
- 2.1 PEST analysis
- 2.2 TOWS analysis
- 2.3 Adapted modes of entry model by Porter
- 3 Critical evaluation of consultant types
- 3.1 Why choose an internal consultant
- 3.2 Why choose an external consultant
- 4 Recommendations
- 4.1 Hacking and Cyber security
- 4.2 Europe's politics and Siemens
- 4.3 A new Joint Venture - Siemens and Alstom
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This report aims to identify potential areas for improvement in Siemens AG's business performance. It analyzes Siemens' current strategic situation using a PEST analysis, a SWOT analysis, and an adapted version of Porter's modes of entry model for international markets. The report then discusses the advantages and disadvantages of using internal and external consultants to address the identified challenges, ultimately providing recommendations for consultant utilization.
- Strategic Analysis of Siemens AG
- Challenges Posed by Industrial Digitization and Cyber Security
- Evaluation of Internal and External Consultants
- Recommendations for Addressing Key Challenges
- Impact of European Politics and Joint Ventures
Zusammenfassung der Kapitel (Chapter Summaries)
1 Introduction: This introductory chapter sets the stage for the report, outlining its objective to enhance Siemens AG's business performance. It previews the methodology, which involves analyzing the company's current state using a PEST analysis, SWOT analysis, and an adapted Porter's modes of entry model. The chapter concludes by foreshadowing a discussion on the advantages and disadvantages of employing internal and external consultants to address identified challenges, ultimately leading to recommendations for their strategic use in overcoming those challenges.
2 A Strategic analysis of Siemens Group: This chapter provides a strategic analysis of Siemens, focusing on industrial digitization, European governmental policies, and recently formed joint ventures. It employs a PEST analysis to identify external factors impacting the company, particularly emphasizing technological advancements and the challenges posed by cybersecurity threats in the context of Industry 4.0. The chapter also utilizes a TOWS analysis to assess Siemens' internal strengths and weaknesses, providing a balanced overview of the company's current position in the market.
3 Critical evaluation of consultant types: This chapter delves into the comparative advantages and disadvantages of employing internal versus external consultants. It leverages existing and past literature to provide a nuanced comparison, weighing the strengths of internal expertise and familiarity with Siemens' operations against the potential objectivity and specialized skills external consultants offer. This forms the basis for subsequent recommendations on consultant selection based on the specific challenges faced.
4 Recommendations: This chapter presents recommendations for addressing the challenges identified earlier. It offers tailored advice on the optimal use of internal and external consultants for specific issues, such as mitigating cybersecurity risks, navigating Europe's political landscape, and managing a new joint venture. The recommendations are directly linked to the previous chapters’ analyses, integrating the findings to provide practical, situation-specific solutions.
Schlüsselwörter (Keywords)
Siemens AG, strategic analysis, PEST analysis, SWOT analysis, Porter's modes of entry, internal consultants, external consultants, industrial digitization, cybersecurity, Industry 4.0, European politics, joint ventures, business performance.
Siemens AG Strategic Analysis Report: Frequently Asked Questions
What is the main objective of this report?
The report aims to identify areas for improvement in Siemens AG's business performance. It analyzes Siemens' strategic situation, evaluates consultant types (internal vs. external), and provides recommendations for addressing key challenges.
What analytical frameworks are used in this report?
The report uses several analytical frameworks, including a PEST analysis (to identify external factors), a SWOT analysis (to assess internal strengths and weaknesses), and an adapted version of Porter's modes of entry model for international markets. A TOWS analysis is also employed.
What are the key themes explored in the report?
Key themes include a strategic analysis of Siemens AG, challenges posed by industrial digitization and cybersecurity, evaluation of internal and external consultants, recommendations for addressing key challenges, and the impact of European politics and joint ventures.
What are the key challenges facing Siemens AG addressed in this report?
The report addresses challenges related to industrial digitization, cybersecurity threats (hacking), navigating the European political landscape, and managing a new joint venture (Siemens and Alstom).
How does the report evaluate internal versus external consultants?
The report critically evaluates the advantages and disadvantages of using both internal and external consultants. It weighs the benefits of internal expertise and familiarity with Siemens against the objectivity and specialized skills often offered by external consultants.
What recommendations are provided in the report?
The report provides tailored recommendations on the optimal use of internal and external consultants for specific issues, such as mitigating cybersecurity risks, navigating European politics, and managing the new joint venture with Alstom. These recommendations are directly linked to the analyses in previous chapters.
What are the key chapters of the report and their respective focuses?
The report includes an introduction, a strategic analysis of Siemens, a critical evaluation of consultant types, and a chapter dedicated to recommendations. The strategic analysis utilizes PEST, SWOT and TOWS frameworks and considers industrial digitization and European politics. The consultant evaluation chapter compares internal and external options. The recommendations chapter offers tailored advice based on the preceding analyses.
What are the key words associated with this report?
Key words include Siemens AG, strategic analysis, PEST analysis, SWOT analysis, Porter's modes of entry, internal consultants, external consultants, industrial digitization, cybersecurity, Industry 4.0, European politics, joint ventures, and business performance.
What is the purpose of the chapter summaries?
The chapter summaries provide a concise overview of the content and key findings of each chapter, allowing the reader to quickly grasp the main points of each section.
For whom is this report intended?
While not explicitly stated, the report's structured and professional approach suggests it is intended for academic use and potentially for internal stakeholders at Siemens AG or those involved in strategic management and consulting.
- Quote paper
- Marcel Strangmueller (Author), 2018, A strategic analysis of Siemens' challenges of the near future, Munich, GRIN Verlag, https://www.grin.com/document/417204
