Die Arbeit beschreibt den Prozess des Performance Improvements an dem Beispiel vom Joint Venture zwischen Siemens und Dräger Medical. Die Diplomarbeit bietet ein Rahmenwerk um Veränderungen zu managen. Angefangen von einer gemeinsamen Unternehmenskultur bis hin zur Entwicklung von Performance Improvement Strategien und ihrer Implementation.
Table of Contents
1 Introduction
1.1 Problem formulation
1.2 Thesis Objectives
1.3 Thesis Methodology
2 Important Definitions
2.1. Performance
2.2. Improvement
2.3. Market leader
2.4. Measures
2.4.1. financial measures
2.4.2. non-financial measures
3 Dräger Medical – A Dräger and Siemens Company
3.1. Before the Joint Venture
3.2. Reasons for the Joint Venture
3.3. After the Joint Venture
4 The Competitive Environment
5 Framework for managing change
5.1. Culture
5.2. Mission
5.3. Vision
5.4. Strategy
5.5. Structure
5.6. Goals and Objectives
6. Evaluation of strategic options
6.1. Analyze the past
6.2. Analyze the present
6.3. Forecasting the future
6.4. Establish strategy alternatives
6.5. Evaluate alternative strategies
6.6. Select best alternative
6.7. Strategy implementation
7. Improvement concepts in selected Key Areas
7.1. Dräger Group level
7.2. Dräger Medical subgroup level
7.3. Business Unit Monitoring
7.1.1. Marketing Product Management
7.1.2. Business Development
8. Measuring the Improvement
8.1. The Balance Scorecard approach
8.2. First results
9. Conclusion
Objectives & Research Focus
The primary objective of this thesis is to analyze the performance improvement processes at Dräger Medical following its joint venture with Siemens. It investigates how structural changes, corporate culture, and strategic management contribute to achieving market leadership in the acute point-of-care and home care ventilation segments.
- Conceptual framework for change management and performance improvement.
- Strategic analysis of the medical device industry and key competitors.
- Evaluation of operational and financial metrics as strategic signals.
- Impact of the joint venture on organizational structure and product portfolio.
- Integration of product management, marketing, and business development processes.
Excerpt from the Book
1. Introduction
“When conditions change, strategies and tactics must also change”. This could be the motto for the - Dräger Medical Inc. - A Dräger and Siemens Company. After Siemens Medical Solutions Patient Monitoring Division and Dräger Medical Systems joined forces in July 2003, the conditions under which the new company had to operate changed drastically.
Overlaps in management, new processes, new procedures and new opportunities. The former PCS – Patient Care Systems – Group became the new Business Unit Monitoring (BU-M) within the Dräger Medical family, completing Dräger Medicals product portfolio of Anesthesia, Emergency, Perinatal, Critical and Home Care. This complete portfolio enabled Dräger Medical to offer complete, hospital-wide, integrated solutions worldwide. The concept of a “Total System Solution” refers to the ability for one company to provide all of the capital equipment that a hospital needs, with all equipment communicating with one another through network connections.
Dräger Medicals’ product portfolio previously didn’t include an own monitoring line. A prior strategic alliance with GE’s Monitoring Group did not work out for several reasons. Mainly, because the strategic alliance didn’t give Dräger the control and brand recognition they needed. Therefore, the primary objective for Dräger to form the Joint Venture with Siemens Medicals’ Business Unit Monitoring was to offer their own monitoring solutions and integrate them with their well known Anesthesia systems and patient record databases and provide an expanded product portfolio for the Emergency Department and the critical care environment.
Summary of Chapters
1 Introduction: Introduces the joint venture between Dräger Medical and Siemens, outlining the strategic motivation behind the merger and the goal of achieving market leadership.
2 Important Definitions: Provides foundational definitions for key terms such as performance, improvement, market leader, and financial/non-financial measures to establish a common language.
3 Dräger Medical – A Dräger and Siemens Company: Analyzes the corporate structure before and after the joint venture, emphasizing the strategic reasoning for the union.
4 The Competitive Environment: Examines the current medical device market landscape, highlighting key competitors like GE Medical and Philips Medical Systems.
5 Framework for managing change: Details the essential elements for organizational transformation, including culture, mission, vision, strategy, and corporate structure.
6. Evaluation of strategic options: Outlines the systematic process for assessing and selecting strategic alternatives, covering analysis of the past, present, and future forecasting.
7. Improvement concepts in selected Key Areas: Discusses practical application of change management at the Dräger Group, subgroup, and business unit levels, specifically targeting product management and business development.
8. Measuring the Improvement: Evaluates performance using the Balanced Scorecard approach and summarizes initial post-merger results.
9. Conclusion: Summarizes the importance of adaptive strategy and human capital in driving long-term organizational success.
Keywords
Performance Improvement, Joint Venture, Dräger Medical, Siemens, Market Leadership, Strategic Management, Change Management, Product Portfolio, Competitive Analysis, Balanced Scorecard, Acute Point-of-Care, Business Development, Corporate Culture, Innovation, Hospital Solutions
Frequently Asked Questions
What is the core focus of this thesis?
The work examines how Dräger Medical managed the transition and performance improvements following its joint venture with Siemens, focusing on strategies to become a market leader in the medical device industry.
What are the central thematic fields?
The main themes include strategic change management, the integration of diverse corporate cultures, product portfolio expansion, competitive positioning, and the use of financial/operational performance metrics.
What is the primary goal of the author?
The goal is to describe the process of performance improvement and provide a conceptual framework for change management that helps organizations navigate market consolidation and achieve sustained success.
Which methodologies are employed in this work?
The author uses a combination of strategic management theory, historical data analysis (forecasting), financial ratio analysis, and qualitative research based on questionnaires and company internal assessments.
What is covered in the main section of the document?
The main section covers the conceptual framework for change (culture, mission, vision), the evaluation of strategic options, and specific practical applications at Dräger Medical, such as product management reengineering and sales force restructuring.
Which keywords best characterize the research?
Key terms include Performance Improvement, Joint Venture, Market Leadership, Strategic Management, Change Management, and Corporate Culture.
Why was the joint venture with Siemens specifically important for Dräger?
It allowed Dräger to close a critical gap in its product portfolio by adding patient monitoring solutions, enabling them to offer "Total System Solutions" and compete more effectively against larger rivals like GE and Philips.
What role does the Balanced Scorecard play in the author's argument?
The Balanced Scorecard is used as a critical tool for measuring success beyond just financial figures, ensuring that senior management monitors important operational, customer, and internal process metrics alongside traditional profits.
- Arbeit zitieren
- Dipl. Betriebswirtin Silke Frödtert (Autor:in), 2004, Performance Improvement - How to beat the competition and become the market leader, München, GRIN Verlag, https://www.grin.com/document/186047
