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