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• Title:Fish can't see water : how national culture can make or break your corporate strategy / Kai Hammerich and Richard D. Lewis.
  
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• Author/Creator:Hammerich, Kai, 1960-
  
• Other Contributors/Collections:Lewis, Richard D.
  
• Published/Created:Chichester, West Sussex : Wiley, 2013.
  

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  • Location: c.1  DAVID LAM LIBRARY stacksWhere is this?
    
  • Call Number: HD58.7 .H343 2013
    
  • Number of Items:1
    
  • Status:Available
    

   
• Library of Congress Subjects:Corporate culture--Cross-cultural studies.
  Organizational behavior--Cross-cultural studies.
  National characteristics.
  Strategic planning.
  
• Description:xii, 296 pages : illustrations ; 25 cm
  
• Notes:Includes bibliographical references (pages 287-288) and index.
  
• ISBN:9781118608562 (cloth)
  1118608569 (cloth)
  9781118608531 (cloth)
  1118608534 (cloth)
  
• Contents:Machine generated contents note: Introduction
  What is "culture"?
  water that we couldn't see when analyzing culture
  long-term view: corporate lifecycles and corporate culture
  innovation phase
  geographic expansion
  Product-line expansion
  Efficiency and scale focus
  Consolidation
  Interruptions of the lifecycle - when the crisis hit
  "Global" companies
  Summary
  brief chapter overview
  pt. I Developing the Cultural Dynamic Model®
  1. Corporate Culture, Strategy and Business Results
  What is corporate culture?
  three levels of culture
  How leaders embed their values, beliefs and assumptions early on
  Reinforced by the daily work practices in the mature organization
  six dimensions of corporate culture
  Corporate culture and strategy: the cultural dynamic model®
  Results come from work that gets done: "the work practices"
  Work practices influenced by...
  water people don't see: the national influencers
  three levels of culture
  time lag of culture and cultural agility as a competitive advantage
  Chapter summary
  2. Lewis Model - Setting the Scene
  Linear-active cultures
  Multi-active cultures
  Reactive cultures
  Getting things done
  3. Nation-State Traits and how they affect Corporate Cultures in Seven Countries
  United States
  Key nation-state traits
  Historical background
  Expression of nation-state traits within corporate culture
  Potential advantages/disadvantages of US nation-state traits
  Summary
  Sweden
  Key nation-state traits
  Historical background
  Expression of nation-state traits within corporate culture
  Potential advantages/disadvantages of Swedish national traits
  Summary
  France
  Key nation-state traits
  Historical background
  Expression of nation-state traits within corporate culture
  Potential advantages/disadvantages of French national traits
  Summary
  Japan
  Key nation-state traits
  Historical background
  Expression of nation-state traits within corporate culture
  Potential advantages/disadvantages of Japanese national traits
  Summary
  Italy
  Key nation-state traits
  Historical background
  Expression of nation-state traits within corporate culture
  Potential advantages/disadvantages of Italian national traits
  Summary
  Germany
  Key nation-state traits
  Historical background
  Expression of nation-state traits within corporate culture
  Potential advantages/disadvantages of German national traits
  Summary
  Great Britain
  Key nation-state traits
  Historical background
  Expression of nation-state traits within corporate culture
  Potential advantages/disadvantages of British national traits
  Summary
  4. Cultural Dynamic Model® and the Austin Motors Case
  Introduction
  static cultural dynamic model® - bringing it all together
  embedded values and beliefs from the business realities and the national culture
  Work practices
  Organizational structure and hierarchy (formal and informal)
  Decision-making processes
  Organizational skills and capabilities
  Workflow processes
  performance management, reward and compensation systems
  Work practice across borders
  Decoding observed behaviours and vision statements
  Mission and vision statements
  Identifying the values, assumptions and beliefs underpinning the "cultural universe"
  cultural dynamic and the full cultural dynamic model®
  Case study: Austin Motors
  brief 70-year history of Austin Motors
  work practices
  Artefacts, rituals and communicated values
  Observed behaviour at Austin
  results
  One enabling cultural dynamic - "the bias-for-action"
  potentially derailing short-term wing-it cultural dynamic
  Conclusion
  Chapter closing
  pt. II Cases: The Lifecycle of a Company from Innovation to Consolidation
  5. Embryonic Period
  Values embedded during the early years: Apple, Microsoft and Dell
  Apple
  Microsoft
  Dell
  Traits that enable success over the business cycles
  embryonic period
  Case study: Nokia
  Finnish culture
  embryonic period of the new Nokia 1.0
  work practices at Nokia 1.0
  Nokia 2.0
  Nokia 3.0
  Case study: KONE - agility and humility
  Case study: Walmart - an American business tackling foreign markets
  Walmart in China
  Walmart in South Korea
  Walmart cultural adjustments
  Chapter close - preview the growth period
  6. Growth Period
  product line expansion stage
  Description of this phase
  National traits that tend to enable or derail during the innovation phase
  scale and efficiency phase
  National traits that tend to enable or derail during the scale and efficiency phase
  Case study: Sony versus Samsung Electronics
  Sony
  Samsung Electronics
  Conclusion on Sony versus Samsung Electronics
  Chapter close
  7. Maturity Period
  consolidation phase
  Description of the consolidation phase
  National traits that tend to enable or derail during the maturity period
  Case study: Toyota
  founder and Toyota's embedded corporate values
  Toyota Way and work practices at Toyota
  Toyota Way as a source of sustainable differentiation
  Toyota in America
  crisis and conclusion
  Case study: FLSmidth
  Danish national culture
  brief history and the values the founder embedded
  next 70 years - disaster strikes - and a new strategy is outlined
  new footprint challenges the culture and the work practices
  "small country" dilemma facing FLSmidth as it moves from 1.0 to 2.0
  three cultural strategies options facing FLSmidth
  Epilogue on FLSmidth
  Case study: P&G
  brief history of P&G
  few central embedded values
  Key lessons from the eight cases
  pt. III Model in Action (Lessons for Boards, Managers and Investors)
  8. Whither the West
  Whither the West
  Appearance and reality
  Golden rules for dealing with reactive cultures
  1. Speech is to promote harmony
  2. Good listening is important
  3. Never interrupt
  4. Never confront
  5. Never disagree openly
  6. Never cause anyone to lose face
  7. Suggestions, especially criticism, must be indirect
  8. Be ambiguous, so as to leave options open
  9. Prioritize diplomacy over truth
  10. Follow the rules but interpret them flexibly
  11. Utilize networks
  12. Don't rush or pressure Asians. Do things at appropriate times
  13. Observe fixed power distances and hierarchy
  14. Work hard at building trust
  Golden rules for dealing with multi-active cultures
  1. Speech is for opinions
  2. Let them talk at length and then reply fully
  3. Be prepared to discuss several things at once
  4. Be prepared for several people talking at once
  5. Display feelings and emotion
  6. Interrupt when you like
  7. Truth is flexible and situational
  8. Be diplomatic rather than direct
  9. Socialize enthusiastically, be gregarious
  10. Think aloud
  11. Complete human transactions
  12. Seek and give favours with key people
  13. Overt body language and tactility are acceptable
  14. Reputation is as important as profit
  15. Accept unpunctuality
  16. Remain relationship oriented
  9. Crisis
  Strategy v. Competition: being "outplayed"
  Prussian Army and Field Marshall Von Moltke
  effect of national traits
  Problems in execution
  Examples - Sony and GM
  effect of national traits on poor execution
  Disruption
  Technology disruption
  effect of national traits on technology disruption
  Process disruption
  effect of national traits on process disruption
  Success - the success crisis
  Success makes blind - the success trap
  Success has no memory
  share price trap
  burning platform
  Time - if you don't move forwards you move backwards
  Change of leadership
  Navigating a transformation point
  Differing cultural performances in times of crisis
  Poor strategy facing competition
  Poor execution
  Disruption
  Success
  Time
  Change of leadership
  Navigating transformation
  Meeting crises
  Chapter closing
  10. Enhancing Corporate Performance in a Multicultural World
  Seeing the water that surrounds you
  national lifecycle fingerprint
  Examples of 17 national traits that both enable and derail
  Two recommendations to investors
  1. Watch out for the tell-tale signs of a derailing cultural dynamic and promote diversity in the board
  2. Analyze the cultural implications carefully when merging two organizations
  Two recommendations to boards
  1. Conduct a full strategy and cultural dynamics audit at least every five years
  2. Promote diversity at the board and in the executive team
  Four recommendations to management
  1. Carefully balance diversity with day-to-day performance and make the organization culturally aware
  2. Establish a recurrent methodology for making culture discussion more data driven and establish a cross-functional task force to systematically monitor culture
  3. Ensure there is a clear strategy for embedding key elements of the corporate culture globally
  4. Align the talent and leadership agenda with the cultural imperatives
  Implications for countries
  Chapter and book conclusion.