The freedom to think long term.
THE STRENGTH TO OPERATE FLEXIBLY.
LIVING A COOPERATIVE CULTURE.
“Thanks to the ‘EXPERTise’ program our new employees start their professional future with profound knowledge.”Mrs. Tina Steimer
Personnel Specialist, Diehl Defence
“We are not looking for the legendary white unicorn among start-ups, but for long-term partners!”Dr. Mathias Glasmacher
Head of Technology of the Diehl Group and Managing Director of Diehl Ventures
“The better our purchaser network, the more economically we can procure.”Mr. Gerhard Meixner
Central Purchasing Coordination
Keeping knowledge in the company – Valuing and using experience
The organization forcibly loses a wealth of knowledge and experience when an employee with long years of experience goes into well deserved retirement. A talented successor can usually match the full scope of this loss only after several years. The organization suffers due to this loss, while the retiree doesn’t feel appreciated and the successor possibly feels overtaxed. Therefore, Diehl Defence has developed a process that regulates the transfer of knowledge and experience from so-called senior experts to respective successors.
Tina Steimer, Personnel Specialist at Diehl Defence, is responsible for the transformation process EXPERTise at Diehl Defence: “This helps us secure and transfer knowhow in the organization on one hand, and manage a regulated transition between the generations of so-called babyboomers and wonder kids of the economy to the graduates and young professionals of Generation Y on the other.”
A so-called generation tandem is formed for this purpose, where both involved jointly create a structured job map with all important fields of knowledge with the support of an expert from the HR department and derive measures from it to transfer the knowledge in three to six months. Videos and podcasts are also used in this process.
Daniel Schmid and Günther Thurner are one such generation tandem. “It simply makes me happy, as a longstanding employee, that my knowledge will continue to be useful to the company with Daniel Schmid. He will probably tackle many things differently, but “EXPERTise” is a good foundation.”, Günther Thurner affirmed. Daniel Schmid states the practical benefits: “I have taken a giant step forward through my training period in tandem. I can better understand the special processes in our business division due to the work with Mr.Thurner. The documents we developed give me the reassuring feeling that I can always access the knowhow of my predecessor.
“We undertake these efforts for three reasons”, explains Tina Steimer. “For one, the sustained transfer of strategic knowledge ensures the success of our organization in the long term. Secondly, we can visibly show our appreciation to our experienced experts. After all, it is their life’s work that they are handing over to the next generation. And lastly, we provide our newly appointed employees from generation Y the requisite strategic knowhow for their professional future thanks to EXPERTise.”
The EXPERTise project of Diehl Defence was awarded the 1st place in 2015 at theHR Excellence Awards in the category Knowledge Management.
Connecting fresh ideas with long years of experience
How does a group remain innovative in the long run? Long years of experience can also lead to operational blindness, making it difficult for unconventional ideas to thrive. True to the maxim: “We did try it once but fell flat on our faces.” But many ideas only need appropriate timing and the right team to get established successfully. However, many corporations are finding it difficult to adopt the right perception for this truth.
Diehl relies on the development of own ideas as well as the innovative power of start-ups. The anchoring point for start-ups is Diehl Ventures GmbH, a company that is linked to the central technology of the Diehl Group. Experts, who work for this corporate venture capital company, search for technologies, products and business models matching our own and identify and evaluate the existing opportunities together with representatives of the business divisions.
“We are not looking for the legendary white unicorn among the start-ups, but for partners in a long term collaboration through which both the Diehl Group as well as the start-up can progress positively!”, this is how Dr. Mathias Glasmacher, Head of Technology of the Diehl Group and Managing Director of Diehl Ventures describes the task. “Both sides can learn optimally from each other while testing innovative approaches and technologies. And the start-up can develop positively with our investment, our access to the market and our know-how.”
Currently Diehl Ventures is looking specifically for start-ups with fields of activity that match the strategic targets of our business divisions. These especially include new approaches from the fields of metal processing, connectivity, security, aviation and meter data management.
Connecting innovation and experience.
“Based on extensive experience, in-depth professional know-how and profound market knowledge of the employees of the Diehl Group, we are in a position to evaluate very well, whether and in what period of time new products and business models can become successful”
- Dr. Mathias GlasmacherHead of TechnologyPhone +49 911 947-2002
Fax +49 911 947-3429
- Stephanstraße 49 90478 Nürnberg
We are stronger together
“Money is made in procurement” is an old merchants' saying. In a group like Diehl, with a decentralized structure, each business unit basically works independently. This encourages the further development of one’s own strengths and does not let the single units rest on the laurels of other business divisions of the group. However, this does not preclude working on various topics across the group following a jointly formulated purchasing strategy, according to our motto “We are stronger together”.
“A coordination unit must take care of the general purchasing conditions to identify new potentials”, explains Gerhard Meixner from Strategic Purchasing of the Diehl Group. “Together we act more economically, and thus contribute to the success of the company. And that too, in spite of the fact that we have many different products and technologies in the group.”
Every business division of Diehl has its own requirement profile. The spectrum of products needed ranges from integrated circuits to large metal presses. “For a manufacturer of measurement systems, the metering business demands completely different materials than required by the aircraft equipment manufacturer Aerosystems. But we still find potential for synergy, for example in case of assembly machines”, explains Gerhard Meixner. “We act accordingly to the motto “Central coordination with decentralized responsibility”.
The network of purchasers needs to be nurtured continuously: “We use the group-wide Enterprise 2.0 platform to stay in contact. On this platform, not just manuals and guidelines are available, but also discussions take place, for example on the best negotiation tactics with suppliers, or experiences of a colleague are shared, who had difficulties in procuring Plexiglas”, tells us Gerhard Meixner.
IT tools are indispensable to keep track of the numbers. The purchase department uses a new analysis tool that works with adjusted key data and a standard methodology. “The introduction of the common system helped us to improve cooperation and shall contribute to the further corporate success of Diehl in the long run.”