3. Global vs. Local Strategies
• Level of International sales: If local sales >25% of
total sales complete country subsidiary
• Centralized R&D for larger economies of scale and
lower unit costs but local new product development
linked to local market
• Global Business/Product Manager: Build worldwide
efficiency and cost competitiveness, link activities and
capabilities globally.
• Country Manager: Understand and interpret local
markets. Link local capabilities with global activities
4. Key Factors for Implementing
a Good Strategy
• People and Resources
• Aligned corporate culture with strategy
• Strategic leadership
• Concentrates resources on target
• Match resources and capabilities requirements
• Fit
• Redesign the work and activities that serve the
strategy
• Leverage strengths, lock out imitators
• Flexibility
• All advantages are temporary
• Gather and use intelligence
5. What Is Corporate Culture ?
Firms with strong cultures achieve higher
results because employees sustain focus
both on what to do and how to do it.
CORE
VALUES
COMMON
BEHAVIORS
6. The Power Of Positive Thinking
Driving Power
Determination
Confidence
Courage
Uplifting
Power
Optimism
Enthusiasm
Centering Power
BELIEF
INTEGRITY
FOCUS
“CAN DO”
“WILL DO”
8. Strategic Leadership
• Providing Direction
– Create a compelling vision
– Create farsighted strategies to achieve the vision
• Alignment
– Communicate the vision
– Develop shared culture and core values that lead to
desired future state
– Create sense of teamwork to achieve results
• Relationships
– Focus on motivating and inspiring people
– Make work stimulating and challenging
9. Characteristics of Healthy,
High Performance Cultures
Fast response to new conditions
Risk-taking, experimentation, and innovation
Entrepreneurship and proactive approaches to find
solutions are encouraged and rewarded
Top managers exhibit genuine concern for customers,
employees, shareholders and suppliers
Clear, deeply rooted, widely-understood philosophy
and values
Careful selection of new employees to be sure they will
“fit in”
10. Empowering Champions
• Encourage people to be creative and
imaginative
• Tolerate mavericks with creative ideas
• Promote lots of tries and be willing to
accept failures
• Use all kinds of organizational forms to
support experimentation (venture teams,
task forces, and individual champions)
• See that rewards for successful champions
are large and visible
11. Readings
The Balanced scorecard. R. Kaplan and D. Norton, Harvard
Business School Press, 1996
The Power of Positive Thinking in Business, Scott W.
Ventrella, Free Press, 2002
Advances in Strategy, Harvard Business Review, 2002
The Heart of Change, by John P. Kotter, Dan S. Cohen,
Harvard Business School Press, 2002
Six Thinking Hats, de Bono, E. 1986, Little, Brown, New
York
.
