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Business Across Cultures Culture for Business Series_8

Tham khảo tài liệu 'business across cultures culture for business series_8', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | MANAGING CHANGE AND CONTINUITY ACROSS CULTURES 4 From Guided Missile to Eiffel Tower and back Guided Missile For several years a company has successfully met the growing complexity and customization of its industry via project groups peopled by representatives of key functions i.e. manufacturing R D marketing sales etc. This has helped it win strategic accounts and partner several key customers. But it cannot ignore the relentless commoditization of its industry nor the high costs of the expert team which may require only a few minutes input from highly specialized persons but might take up hours of their time. An increasing number of orders are for routine commodities and the company will be priced out of business if it gives Rolls Royce service to standard requests. It must find ways of meeting these fast and cheaply positioning itself as a low-cost supplier for this mature part of the market. It needs to belt out standard products at a profit if it is serious about survival. Project groups are anyway better employed in newer markets making unusual requests. Once a group becomes boring it is time for standard products not gilded ones. Project groups should hand over any operations that have become routine and repetitive to lower-cost processes. Their advice could be invaluable in how to cut costs and they should get feedback on the quality of such consulting. 169 BUSINESS ACROSS CULTURES 5 From Family Culture to Incubator and back Guided Missile This company always had a close fun familiar and intimate culture in which the founders and their offspring had genuine concern and affection for the whole family of employees. The founder was a brilliant entrepreneur and his heritage has endured. His son his nephew and his niece all went to graduate schools and are real professionals. They are popular within the company and are very well qualified. And yet.the founder is in his seventies. The company needs to renew itself. There have been no major innovations in fifteen