The character of a company´s culture or work climate is gaining in importance. Culture is a product of the core values and business principles that executives espouse, the standards of what is ethically acceptable and what is not, the work practices and behaviours that define “how we do things around here”, its approach to people management and style of operating, the “chemistry” and the “personality” that permeates its work environment, and the stories that get told over and over to illustrate and reinforce the company´s values, business principles, and traditions.
A company´s culture is important because it influences the organization´s actions and approaches to conduct the business – in a very real sense, the culture is the company´s “operating system” or organizational DNA. All in all, culture as a concept is difficult to define and differs from company to company. The crafting of a strategy represents a managerial commitment to pursue a particular set of actions in growing the business, attracting and pleasing customers, competing successfully, conducting operations, and improving the company´s financial and market performance.
Even companies with same strategic and business concepts and comparable success differ in their approaches regarding the corporate culture. What becomes clear is that there is a correlation between culture and strategy. Hence the consistency between strategy and culture is a long-term competitive advantage and a key to corporate success. To counteract preventive a possible misfit between the corporate culture and the strategy, consideration of corporate culture as part of the concept to strategy implementation is essential.
Table of Contents
Executive Summary ... II
List of Abbreviations ... IV
List of Figures ... V
1
Introduction ... 1
1.1
Objective ... 2
1.2
Methodology ... 2
2
Corporate Strategy ... 3
2.1
Definition of Strategy ... 3
2.2
Strategic Process ... 4
3
Corporate Culture ... 6
3.1
Definition of Corporate Culture ... 7
3.2
Levels of Corporate Culture ... 8
3.2.1
Basic assumptions ... 9
3.2.2
Values ... 10
3.2.3
Norms ... 10
4
Correlation between Culture and Strategy ... 12
4.1
Strategy Implementation ... 13
4.1.1
Strategy around Culture ... 13
4.1.2
Strategy by Culture Adaption ... 14
4.2
Company Examples ... 16
4.2.1
Company 1 – Google Inc. ... 16
4.2.2
Company 2 – Apple Inc. ... 19
4.2.3
Distinctions between Google Inc. and Apple Inc. ... 22
4.2.4
Company 3 – Daimler ... 23
4.2.5
Company 4 – Siemens ... 25
4.2.6
Distinctions between Daimler and Siemens ... 27
5 Conclusion ... 28
Bibliography ... VI
ITM-Checklist: 360-degrees analysis ... XI
List of Abbreviations
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