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ESTABLISHING A STRATEGY- CULTURE FIT IN

MULTINATIONAL AND GLOBAL COMPANIES

A multinational company needs to build its corporate


culture around values and operating practices that
travel well across borders

CULTURE

LEADERSHIP

A multinational enterprise with a misfit between its strategy and


culture in certain countries where it operates can attack the
problem by rewording its values statement s as to express core
values in ways that have universal appeal. The alternative is to
allow some leeway for certain core values to be reinterpreted or
de-emphasized or applied from country to country.

CULTURE

LEADERSHIP

Management can seek to minimize the existence of subcultures and


promote greater cross-country cultural uniformity by:
Instituting culture training in each country to (1) communicate the
meaning of core values in language that resonates with company
personnel in that country and (2) explain the case for common operating
approaches and work practices.
Creating cultural climate where it is a norm to adopt best practices, use
common work procedures, and pursue operating excellence.
Giving local managers the flexibility to modify people management
approaches or operating style.
Giving local managers discretionary authority to use different
motivational and compensation incentives.

CULTURE

LEADERSHIP

LEADING THE STRATEGY- EXECUTION PROCESS


Top executives have to be out front personally leading the
implementation/execution process and driving the pace of
progress. Top executives must seek to engage the full organization
A fully engaged workforce is a necessary element to producing
great results.
The goal must be to produce better results speedily and
productively.
There has to be constructive, but unrelenting, pressure on
organizational units to (1) demonstrate growing consistency in
strategy execution (2) achieve performance targets

CULTURE

LEADERSHIP

MAKING CORRECTIVE ADJUSTMENTS IN TIMELY


FASHION
The leadership challenge in achieving consistently good strategy
execution ultimately boils down to two things: Deciding when
corrective adjustments are needed and deciding what
adjustments to make.
It is the leaders responsibility to step forward and push
corrective actions there is no substitute for decisive and
effective action to resolve problems and improve outcomes.

CULTURE

LEADERSHIP

The process of making corrective adjustments varies according


to the situation
The process that managers go through in deciding corrective
adjustments is essentially the same for both proactive and
reactive changes.
Good business judgment in deciding what action to take and
good implementation of the corrective actions

CULTURE

LEADERSHIP