Introduction : What is "culture"? ; The water that we couldn't see when analyzing culture ; The long-term view: corporate lifecycles and corporate culture ; Interruptions of the lifecycle: when the crisis hits ; "Global" companies
Part I. Developing the Cultural Dynamic Model® : Corporate culture, strategy and business results : What is corporate culture? ; Corporate culture and strategy: the Cultural Dynamic Model® ; The water people don't see: the national influences ; The three levels of culture ; The time lag of culture and cultural agility as a competitive advantage
The Lewis model: setting the scene : Linear-active cultures ; Multi-active cultures ; Reactive cultures ; Getting things done
Nation-state traits and how they affect corporate cultures in seven countries : The United States ; Sweden ; France ; Japan ; Italy ; Germany ; Great Britain
The Cultural Dynamic Model® and the Austin Motors case : The static Cultural Dynamic Model® : bringing it all together ; Work practices ; Decoding observed behaviours and vision statements ; Mission and vision statements ; Identifying the values, assumptions and beliefs underpinning the "cultural universe" ; A cultural dynamic and the full Cultural Dynamic Model® ; Case study: Austin Motors
Part II. Cases: the lifecycle of a company from innovation to consolidation : The embryonic period : Values embedded during the early years: Apple, Microsoft and Dell ; Traits that enable success over the business cycle ; Case study: Nokia ; Case study: KONE: agility and humility ; Case study: Walmart: an American business tackling foreign markets
The growth period : The product line expansion stage ; The scale and efficiency phase; Case study: Sony versus Samsung Electronics
The maturity period : The consolidation phase ; Case study: Toyota ; Case study: FLSmidth ; Case study: P&G ; Key lessons from the eight cases
Part III. The model in action (lessons for boards, managers and investors) : Whither the west : Golden rules for dealing with reactive cultures ; Golden rules for dealing with multi-active cultures
The crisis : Strategy v. competition: being "outplayed" ; Problems in execution ; Disruption ; Success: the success crisis ; Time: if you don't move forwards you move backwards ; Change of leadership ; Navigating a transformation point ; Differing cultural performances in times of crisis
Enhancing corporate performance in a multicultural world : Seeing the water that surrounds you ; Two recommendations to investors ; Two recommendations to boards ; Four recommendations to management ; Implications for countries.
Cover; Endorsements; Title page; Copyright page; Preface; Acknowledgements; Introduction; What is "culture"?; The water that we couldn't see when analyzing culture; The long-term view: corporate lifecycles and corporate culture; Interruptions of the lifecycle
when the crisis hit; "Global" companies; Summary; A brief chapter overview; Part I: Developing the Cultural Dynamic Model®; 1: Corporate Culture, Strategy and Business Results; What is corporate culture?; Corporate culture and strategy: the cultural dynamic model®; The water people don't see: the national influencers.
The three levels of cultureThe time lag of culture and cultural agility as a competitive advantage; Chapter summary; 2: The 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; The United States; Sweden; France; Japan; Italy; Germany; Great Britain; 4: The Cultural Dynamic Model® and the Austin Motors Case; Introduction; The static cultural dynamic model®
bringing it all together; Work practices.
Decoding observed behaviours and vision statementsMission and vision statements; Identifying the values, assumptions and beliefs underpinning the "cultural universe"; A cultural dynamic and the full cultural dynamic model®; Case study: Austin Motors; Chapter closing; Part II: Cases: The Lifecycle of a Company from Innovation to Consolidation; 5: The Embryonic Period; Values embedded during the early years: Apple, Microsoft and Dell; Traits that enable success over the business cycles; Case study: Nokia; Case study: KONE
an American business tackling foreign marketsChapter close
preview the growth period; 6: The Growth Period; The product line expansion stage; The scale and efficiency phase; Case study: Sony versus Samsung Electronics; Chapter close; 7: The Maturity Period; The consolidation phase; Case study: Toyota; Case study: FLSmidth; Case study: P Key lessons from the eight cases; Part III: The Model in Action (Lessons for BOARDS, Managers and Investors); 8: Whither the West; Whither the West; Golden rules for dealing with reactive cultures.
Golden rules for dealing with multi-active cultures9: The Crisis; Strategy v. competition: being "outplayed"; Problems in execution; Disruption; Success
if you don't move forwards you move backwards; Change of leadership; Navigating a transformation point; Differing cultural performances in times of crisis; Chapter closing; 10: Enhancing Corporate Performance in a Multicultural World; Seeing the water that surrounds you; Two recommendations to investors; Two recommendations to boards; Four recommendations to management; Implications for countries.
