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.
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
Research Objectives and Key Topics
This report identifies strategic potentials for Siemens AG to enhance its business performance by analyzing the company's current environment, evaluating consultant utilization, and providing recommendations for navigating future operational and market challenges.
- Strategic environment analysis (PEST, SWOT/TOWS, Porter's models)
- Evaluation of internal vs. external consultant benefits
- Addressing cybersecurity threats in Industry 4.0 environments
- Managing political risks and regulatory impacts in the European market
- Strategic optimization of joint ventures and corporate mergers
Excerpt from the Book
3.1 Why choose an internal consultant
Internal consultants (IC) are described as people who are constantly employed in the company and have the role of a developing manager. The following part will show some of the benefits internal consultants have over their external counterparts. Siemens in particular has a very strong internal consultancy (SMC) with long history and success stories.
One of the major advantages of internal consultants is the in-depth knowledge of the company´s culture and the way it is operating. This makes it easier for the client to explain the task and the goal that is expected from the consultant. There is no need for explanations of hierarchy, technology nor culture, which helps the project to get going quicker than it would be with an external consulting team who have no experience with and relationship to the company.
Another reason ICs are used by management is that they can be organised relatively easy. This ensures the client to be in control of the situation at all times and gives a sense of security, in comparison to external consultants, who tend to take complete control over the situation during the period of the project.
Summary of Chapters
1 Introduction: This chapter defines the scope of the report, which is to analyze Siemens AG's current strategic state and provide recommendations on consultant usage to address identified challenges.
2 A Strategic analysis of Siemens Group: This section evaluates Siemens through PEST, TOWS, and Porter’s entry models, focusing on digital transformation, market instability, and recent major corporate mergers.
3 Critical evaluation of consultant types: This chapter contrasts the roles and comparative advantages of internal consultants versus external consultants in a corporate setting.
4. Recommendations: The final chapter provides concrete strategic advice on mitigating cybersecurity risks, handling European political volatility, and optimizing the integration of new joint ventures.
Keywords
Siemens AG, Strategic Management, PEST Analysis, TOWS Analysis, Industry 4.0, Cyber Security, Internal Consultants, External Consultants, Mergers and Acquisitions, Joint Venture, European Politics, BREXIT, Digitalization, Corporate Strategy, Organizational Culture.
Frequently Asked Questions
What is the primary focus of this report?
The report focuses on analyzing the strategic position of Siemens AG in the near future, specifically addressing challenges related to Industry 4.0 and market volatility.
What are the central themes discussed in the paper?
The central themes include digital transformation, cyber security risks, political instability in Europe (including Brexit), and the management of corporate mergers through strategic consulting.
What is the primary research question?
The core objective is to determine how Siemens can enhance its business performance and solve specific environmental and operational challenges through the strategic use of internal and external consulting resources.
Which scientific methods are employed?
The report utilizes a PEST analysis, a TOWS (SWOT) analysis, and an adapted version of Porter’s modes of entry model to evaluate the company's strategic environment.
What is addressed in the main body of the document?
The main body examines Siemens' current market position, critiques the utility of different consultant types, and analyzes the implications of recent joint ventures like those with Gamesa and Alstom.
What keywords characterize the work?
The work is characterized by terms such as strategic management, cyber security, Industry 4.0, internal consultancy, and international market entry.
How does the report suggest handling cyber security threats?
It recommends conducting regular security audits by external specialists and implementing staff awareness programs managed by internal consultants.
What advice is given regarding the Siemens-Alstom merger?
The report advises using an external mediator to align management and employing internal consultants to facilitate cultural integration and cross-company communication.
How should Siemens address political risks in Spain?
It suggests a combined approach: using the internal consultancy (SMC) for financial analysis and external cultural specialists to interpret the political and social conflict dynamics.
Why does the report emphasize the use of internal consultants?
Internal consultants are highlighted for their deep knowledge of company culture and hierarchy, which allows for faster project initiation and greater client control.
- Citar trabajo
- Marcel Strangmueller (Autor), 2018, A strategic analysis of Siemens' challenges of the near future, Múnich, GRIN Verlag, https://www.grin.com/document/417204
