Artikel


Artikelserie: Kulturentwicklung in mittelständischen Unternehmen

„Culture Eats Strategy For Breakfast“ – Aktive Steuerung der Unternehmenskultur im Zentrum moderner Unternehmensführung  


Die Themenserie beschäftigt sich mit der Beantwortung der folgenden Fragen:

Die Leser werden erkennen, warum die zielgerichtete Steuerung der Unternehmenskultur immer mehr zu einem strategischen Erfolgsfaktor für eine langfristige Unternehmenssicherung wird und warum nur ganzheitliche Ansätze unter maßgeblicher Beteiligung der Führungsmannschaft zielführend sind. Darüber hinaus wird klar werden, wie wichtig die Messbarkeit der Unternehmenskultur ist und deren Vernetzung mit bestehenden strategischen Leistungsindikatoren. Praktische Erfahrungen des Autors als Geschäftsführer und durch seine Arbeit mit anderen Unternehmen, sowie die Übertragbarkeit des Inhalts auf das eigene Unternehmen runden die Beiträge ab.


 



Trust Across Borders: Strategic Success Factor for the 21st Century

Building trust comes slowly with German and European companies

In the highly competitive European automotive market, a fundamental human principle still underlies all business deals, claims one global expert.

Trust is still at the heart of what drives most business decisions, said Franz Neumeyer, citing this recent Automotive News headline: "Suppliers prefer the Japanese - trust, prospect for profit are worse at Big Three."



Do What It Takes vs. Make No Mistakes (Project Management on Both Sides of the Atlantic)

How cultural differences between Germans and Americans affect the decision making and problem solving process in engineering and project development – two strategic functions for global success.

“Why aren’t they moving forward?” and “How can they decide without knowing anything?” are statements often heard when German and American engineers are working together.
 


Synergy or Misery? – Multicultural Coaching Enhances the Success of Global Integration

Multi-cultural coaching initiative enhances the success rate of global integration efforts

As the business world continues to globalize, it is becoming increasingly common for companies to establish foreign subsidiaries or enter into international joint-venture relationships. While managers are quick to tout the anticipated benefits and potential business synergies, they frequently fail to take a realistic approach to these relationships which are almost always culturally and personally complex.
 


Strategic Trust and Relationship-Building Between Headquarters and Subsidiaries

Strategic Trust and Relationship Building between German Headquarters and U.S. Subsidiaries: A Low-Cost Initiative to Remove High-Cost Cultural Barriers

“Companies can’t have more credibility with their customers than they have internally.” Therefore customer satisfaction, a leading indicator of future profits, is always a reflection of the trust level inside and between parts of an organization. Relationship and trust building therefore must be understood and approached as a strategic initiative. This is especially true inside global matrix organizations where different cultural values can complicate the process.