All larger clubs and all those who have been in the shop for several firm cycles are prone to an (identity) crisis. Corporate identity and the stock of the firm are related. This is quite leading when dealing with change.
In his book - "let's make things better," Marcel Metze writes about the Philips culture which is centered nearby engineers on one side and salesmen on the other; some how these two groups keep the club in balance.
For those of you how know Philips know that this firm "makes things," it operates in consumer electronics, appliances, healing systems or in normal in a wide area of products that want a invent (which is sales centered) and engineering (which is stock centered).
Philips is a firm that is more than hundred years old and has survived many crises.
Currently Abn Amro is struggling with some kind of a crisis. One of the problems the firm is dealing with is that it is too large for the Netherlands and too small to be a world player.
There is a big incompatibility however in the middle of both companies. One (Philips) is a producer and Abn Amro a financial institution, a bank. Cultural-wise both clubs are of procedure quite distinct too. Where a producers' culture is strongly based on a tangible stock with which employees can identity themselves easily, a financial firm lacks such a tangible stock and requires more exertion to build a cultural identity. This makes that a financial firm should invest more in culture where much of the culture of a production firm comes with the "nature" of this stock itself.
Companies that are dealing with a shift from a product-oriented culture to a service-oriented culture struggle with this cultural element too.
A good example of a firm that has a strong identity and is proud to show this to the external world is Seiko. Just have a look. It all seems to fit. Such a firm will be nearby for "ever:"
http://www.sii.co.jp/corp/eg/company/company7.html
© 2007 Hans Bool
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