Siemens Information Systems Limited (SISL) is a subsidiary of Siemens - the foremost electrical and electronics company in India.
Siemens today is the acknowledged leader and the pioneering spirit in areas as diverse as industrial automation, medical engineering, power generation, telecommunications and railway signalling. SISL has the benefit of its links with Siemens Business Services, Europe's undisputed leader in information technology.
The main areas of SISL's expertise lies in offering hardware independent software solutions and high-end consultancy to both Indian and global markets.
SISL has over 900 professionals working on various development projects and product development worldwide, as software specialists and application consultants.
The company has its corporate office in Mumbai with branches in Gurgaon, Bangalore, Calcutta, Chennai, Pune.
For more information about this company visit their homesite at www.sislindia.com
We are a competent and reliable partner in the modernisation of the Czech Republic's infrastructure in information and communications, automation and control, transport, healthcare, and power generation and distribution.
The company was strongly involved in the digitisation of the fixed-line telecommunications network and mobile networking in the Czech Republic.
Thousands of companies across the country use Siemens telecommunications systems.
Siemens supplied hundreds of public branch exchanges with a capacity over two million lines.
Siemens modern industrial systems control sophisticated production processes in a range of major industrial enterprises.
Siemens is a supplier of modern and convenient cars for the Prague underground and passenger cars for Ceske drahy (Czech Railways) trains.
Siemens is strongly involved in the modernisation of equipment in Czech healthcare.
Siemens cooperates in solutions for power generation and distribution.
Siemens (SI ) Chief Executive Klaus Kleinfeld might already be on his way to executive stardom, like his role model Jack Welch. Just two years after Kleinfeld took over the Munich electronics and engineering behemoth, Siemens is on track to hit its aggressive internal earnings targets for the first time since 2000. In fact, it is expanding both sales and profits faster than Welch's former fiefdom, General Electric Co. (GE ) What's more, the company has a larger presence than GE in rapid-growth markets such as India.
But instead of literary agents breaking down his door in pursuit of a tome of management wisdom, Kleinfeld has angry employees demonstrating outside his window. He has gotten little applause for boosting 2006 sales by 16% and profits by 35%, and he faces questions about a bribery scandal that has sapped his authority even though he is not personally implicated.
Transforming Siemens was never going to be easy. With branches in 190 countries and $114 billion in sales last year, the company has long been respected for its engineering prowess but derided for its sluggishness. And Germany Inc., with its long-standing tradition of labor harmony and powerful workers' councils, is highly resistant to the kind of change Kleinfeld has tried to implement. That's one reason Siemens lags seriously in overall profits, with a margin of 3.5% compared with 12.6% for GE. Kleinfeld concedes that some people doubt Siemens can change its ways, but he counters: "It took less time than we originally planned to get that growth momentum started."
Against the odds, in just two years Kleinfeld has managed a mighty restructuring. He has quoted the management precepts of Welch and has drawn on the GE playbook to realign Siemens as the world's leading provider of such infrastructure as airports, power plants, and medical equipment. He has pushed Siemens' 475,000 employees to make decisions faster and focus as much on customers as on technology. He spun off underperforming telecommunications-gear businesses and simplified the company's structure. And when one group of managers failed to deliver, he broke up an entire division.
Business Optimization Services (BOS) is i2�s Professional Consulting Services organization. Using BOS, i2 customers can optimize business processes within the five core competencies of their organizations: production, spending, fulfillment, logistics, as well as revenues and profits. Some of the services offered by BOS are:
Business Consulting: Evaluating customers� most important business problems and providing solutions that help reduce total cost of ownership and deliver a quick return on investment.
Solution Delivery: Implementing i2 products and other third-party integration components to enable successful business transformation.
Solution Delivery is done in the form of Business Releases � series of short, intensive cycles of implementation which are designed to greatly reduce the initial time-to- benefit.
Technology / Data Services: Addressing technology and data-related Solution Delivery needs, from initial Technology / Data Assessment to Technology / Data Management for the deployed solution, by leveraging existing technology, processes and people.
