Abstract
Immediately after World War II, when emergency production of non‐electrotechnical products such as stoves, pots, etc. at Siemens amounted to more than 50% and the return to normal production and old standards was the primary company goal, one man, Eberhard Spenke, thought far ahead. Power semiconductor rectifiers were to be designed and manufactured on a scientific basis rather than as a result of trial and error methods. The theory of rectification in semiconductor‐metal contacts that had been found by the Siemens theoretical physicist Walter H. Schottky was to serve as a starting point. First, apartments for researchers had to be built in a former stable at Pretzfeld Castle, Upper Franconia; lab equipment was then procured. On September 1, 1947, research work began, and the first selenium rectifiers were made on three old kitchen tables. In 1956, Spenke proudly presented the world's first reproducible silicon power rectifier elements (for a reverse voltage of 1000 V and a maximum forward current of 300 A when forced‐air‐cooled) at the international semiconductor conference in Garmisch‐Partenkirchen, Bavaria. Siemens had thus become a world leader in power electronics. The example of Eberhard Spenke and his team can give valuable guidelines for organizing Research & Development efficiently within a big corporation. It shows that the amount of money spent on R&D is not necessarily the determining factor of success. At least equally important are such elements as personal leadership in small research groups rather than bureaucratic administration of research, the ability to foresee technological and market developments, direct contacts between the leading researchers and the top management, open‐mindedness of the top management to new ideas and approaches, and the motivation of employees.
Published Version
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