{"product_id":"fish-cant-see-water-isbn-9781118608562","title":"Fish Can't See Water","description":"\u003cb\u003eHow national culture impacts organizational culture—and business success\u003c\/b\u003e  \u003cp\u003eUsing extensive case studies of successful global corporations, this book explores the impact of national culture on the corporate strategy and its execution, and through this ultimately business success—or failure. It does not argue that different cultures lead to different business results, but that all cultures impact organizations in ways both positive and negative, depending on the business cycle, the particular business, and the particular strategies being pursued. Depending on all of these factors, cultural dynamics can either enable or derail performance. But recognizing those cultural factors is difficult for business leaders; like everyone else, they too can be blind to the culture of which they are a part.\u003c\/p\u003e \u003cp\u003eThe book offers managers and leaders eight recommendations for recognizing those cultural factors that negatively impact performance, as well as those that can be harnessed to encourage superior performance. With real case studies from companies in Asia, Europe, and the United States, this book offers a truly global approach to organizational culture.\u003c\/p\u003e \u003cul\u003e \u003cli\u003eOffers a fresh approach to the effects of national culture on organizational culture that is applicable to any country in any region\u003c\/li\u003e \u003cli\u003eBased on case studies of such companies as Toyota, Samsung, General Motors, Nokia, Walmart, Kone and British Leyland\u003c\/li\u003e \u003cli\u003eIt describes the origins and nature of the most common corporate crisis and how culture impacts the response to such a crisis\u003c\/li\u003e \u003cli\u003eIdeal for managers, business leaders, and board members, as well as business school students\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eA welcome response to the flat-Earth fad that argues we're all alike, this book offers a nuanced and practical view of cultural differentiators and how they can enable or derail business performance.\u003c\/p\u003e \u003cp\u003ePreface xiii\u003c\/p\u003e \u003cp\u003eAcknowledgements xv\u003c\/p\u003e \u003cp\u003eIntroduction 1\u003c\/p\u003e \u003cp\u003eWhat is “culture”? 4\u003c\/p\u003e \u003cp\u003eThe water that we couldn’t see when analyzing culture 6\u003c\/p\u003e \u003cp\u003eThe long-term view: corporate lifecycles and corporate culture 9\u003c\/p\u003e \u003cp\u003eThe innovation phase 10\u003c\/p\u003e \u003cp\u003eThe geographic expansion 10\u003c\/p\u003e \u003cp\u003eProduct-line expansion 11\u003c\/p\u003e \u003cp\u003eEfficiency and scale focus 11\u003c\/p\u003e \u003cp\u003eConsolidation 12\u003c\/p\u003e \u003cp\u003eInterruptions of the lifecycle – when the crisis hit 13\u003c\/p\u003e \u003cp\u003e“Global” companies 15\u003c\/p\u003e \u003cp\u003eSummary 17\u003c\/p\u003e \u003cp\u003eA brief chapter overview 19\u003c\/p\u003e \u003cp\u003ePart I Developing the Cultural Dynamic Model® 23\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Corporate Culture, Strategy and Business Results 25\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat is corporate culture? 26\u003c\/p\u003e \u003cp\u003eThe three levels of culture 26\u003c\/p\u003e \u003cp\u003eHow leaders embed their values, beliefs and assumptions early on 28\u003c\/p\u003e \u003cp\u003eReinforced by the daily work practices in the mature organization 28\u003c\/p\u003e \u003cp\u003eThe six dimensions of corporate culture 29\u003c\/p\u003e \u003cp\u003eCorporate culture and strategy: the cultural dynamic model® 30\u003c\/p\u003e \u003cp\u003eResults come from work that gets done: “the work practices” 31\u003c\/p\u003e \u003cp\u003eWork practices influenced by 31\u003c\/p\u003e \u003cp\u003eThe water people don’t see: the national influencers 41\u003c\/p\u003e \u003cp\u003eThe three levels of culture 44\u003c\/p\u003e \u003cp\u003eThe time lag of culture and cultural agility as a competitive advantage 45\u003c\/p\u003e \u003cp\u003eChapter summary 47\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 The Lewis Model – Setting the Scene 49\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLinear-active cultures 57\u003c\/p\u003e \u003cp\u003eMulti-active cultures 58\u003c\/p\u003e \u003cp\u003eReactive cultures 60\u003c\/p\u003e \u003cp\u003eGetting things done 64\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Nation-State Traits and how they affect Corporate Cultures in Seven Countries 69\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe United States 70\u003c\/p\u003e \u003cp\u003eKey nation-state traits 70\u003c\/p\u003e \u003cp\u003eHistorical background 70\u003c\/p\u003e \u003cp\u003eExpression of nation-state traits within corporate culture 71\u003c\/p\u003e \u003cp\u003ePotential advantages\/disadvantages of US nation-state traits 73\u003c\/p\u003e \u003cp\u003eSummary 76\u003c\/p\u003e \u003cp\u003eSweden 77\u003c\/p\u003e \u003cp\u003eKey nation-state traits 77\u003c\/p\u003e \u003cp\u003eHistorical background 77\u003c\/p\u003e \u003cp\u003eExpression of nation-state traits within corporate culture 78\u003c\/p\u003e \u003cp\u003ePotential advantages\/disadvantages of Swedish national traits 79\u003c\/p\u003e \u003cp\u003eSummary 80\u003c\/p\u003e \u003cp\u003eFrance 80\u003c\/p\u003e \u003cp\u003eKey nation-state traits 80\u003c\/p\u003e \u003cp\u003eHistorical background 81\u003c\/p\u003e \u003cp\u003eExpression of nation-state traits within corporate culture 81\u003c\/p\u003e \u003cp\u003ePotential advantages\/disadvantages of French national traits 82\u003c\/p\u003e \u003cp\u003eSummary 83\u003c\/p\u003e \u003cp\u003eJapan 84\u003c\/p\u003e \u003cp\u003eKey nation-state traits 84\u003c\/p\u003e \u003cp\u003eHistorical background 84\u003c\/p\u003e \u003cp\u003eExpression of nation-state traits within corporate culture 85\u003c\/p\u003e \u003cp\u003ePotential advantages\/disadvantages of Japanese national traits 86\u003c\/p\u003e \u003cp\u003eSummary 90\u003c\/p\u003e \u003cp\u003eItaly 90\u003c\/p\u003e \u003cp\u003eKey nation-state traits 90\u003c\/p\u003e \u003cp\u003eHistorical background 90\u003c\/p\u003e \u003cp\u003eExpression of nation-state traits within corporate culture 91\u003c\/p\u003e \u003cp\u003ePotential advantages\/disadvantages of Italian national traits 94\u003c\/p\u003e \u003cp\u003eSummary 94\u003c\/p\u003e \u003cp\u003eGermany 95\u003c\/p\u003e \u003cp\u003eKey nation-state traits 95\u003c\/p\u003e \u003cp\u003eHistorical background 95\u003c\/p\u003e \u003cp\u003eExpression of nation-state traits within corporate culture 95\u003c\/p\u003e \u003cp\u003ePotential advantages\/disadvantages of German national traits 96\u003c\/p\u003e \u003cp\u003eSummary 98\u003c\/p\u003e \u003cp\u003eGreat Britain 98\u003c\/p\u003e \u003cp\u003eKey nation-state traits 98\u003c\/p\u003e \u003cp\u003eHistorical background 98\u003c\/p\u003e \u003cp\u003eExpression of nation-state traits within corporate culture 99\u003c\/p\u003e \u003cp\u003ePotential advantages\/disadvantages of British national traits 100\u003c\/p\u003e \u003cp\u003eSummary 102\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 The Cultural Dynamic Model® and the Austin Motors Case 105\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 105\u003c\/p\u003e \u003cp\u003eThe static cultural dynamic model® – bringing it all together 106\u003c\/p\u003e \u003cp\u003eThe embedded values and beliefs from the business realities and the national culture 106\u003c\/p\u003e \u003cp\u003eWork practices 108\u003c\/p\u003e \u003cp\u003eOrganizational structure and hierarchy (formal and informal) 108\u003c\/p\u003e \u003cp\u003eDecision-making processes 110\u003c\/p\u003e \u003cp\u003eOrganizational skills and capabilities 110\u003c\/p\u003e \u003cp\u003eWorkflow processes 112\u003c\/p\u003e \u003cp\u003eThe performance management, reward and compensation systems 112\u003c\/p\u003e \u003cp\u003eWork practice across borders 113\u003c\/p\u003e \u003cp\u003eDecoding observed behaviours and vision statements 114\u003c\/p\u003e \u003cp\u003eMission and vision statements 116\u003c\/p\u003e \u003cp\u003eIdentifying the values, assumptions and beliefs underpinning the “cultural universe” 117\u003c\/p\u003e \u003cp\u003eA cultural dynamic and the full cultural dynamic model® 119\u003c\/p\u003e \u003cp\u003eCase study: Austin Motors 121\u003c\/p\u003e \u003cp\u003eA brief 70-year history of Austin Motors 121\u003c\/p\u003e \u003cp\u003eThe work practices 126\u003c\/p\u003e \u003cp\u003eArtefacts, rituals and communicated values 127\u003c\/p\u003e \u003cp\u003eObserved behaviour at Austin 128\u003c\/p\u003e \u003cp\u003eThe results 128\u003c\/p\u003e \u003cp\u003eOne enabling cultural dynamic – “the bias-for-action” 129\u003c\/p\u003e \u003cp\u003eThe potentially derailing short-term wing-it cultural dynamic 130\u003c\/p\u003e \u003cp\u003eConclusion 131\u003c\/p\u003e \u003cp\u003eChapter closing 132\u003c\/p\u003e \u003cp\u003ePart II Cases: The Lifecycle of a Company from Innovation to Consolidation 133\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 The Embryonic Period 135\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eValues embedded during the early years: Apple, Microsoft and Dell 136\u003c\/p\u003e \u003cp\u003eApple 136\u003c\/p\u003e \u003cp\u003eMicrosoft 137\u003c\/p\u003e \u003cp\u003eDell 138\u003c\/p\u003e \u003cp\u003eTraits that enable success over the business cycles 140\u003c\/p\u003e \u003cp\u003eThe embryonic period 141\u003c\/p\u003e \u003cp\u003eCase study: Nokia 144\u003c\/p\u003e \u003cp\u003eThe Finnish culture 144\u003c\/p\u003e \u003cp\u003eThe embryonic period of the new Nokia 1.0 145\u003c\/p\u003e \u003cp\u003eThe work practices at Nokia 1.0 147\u003c\/p\u003e \u003cp\u003eNokia 2.0 149\u003c\/p\u003e \u003cp\u003eNokia 3.0 152\u003c\/p\u003e \u003cp\u003eCase study: KONE – agility and humility 154\u003c\/p\u003e \u003cp\u003eCase study: Walmart – an American business tackling foreign markets 155\u003c\/p\u003e \u003cp\u003eWalmart in China 158\u003c\/p\u003e \u003cp\u003eWalmart in South Korea 159\u003c\/p\u003e \u003cp\u003eWalmart cultural adjustments 159\u003c\/p\u003e \u003cp\u003eChapter close – preview the growth period 160\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 The Growth Period 161\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe product line expansion stage 162\u003c\/p\u003e \u003cp\u003eDescription of this phase 162\u003c\/p\u003e \u003cp\u003eNational traits that tend to enable or derail during the innovation phase 164\u003c\/p\u003e \u003cp\u003eThe scale and efficiency phase 164\u003c\/p\u003e \u003cp\u003eNational traits that tend to enable or derail during the scale and efficiency phase 165\u003c\/p\u003e \u003cp\u003eCase study: Sony versus Samsung Electronics 166\u003c\/p\u003e \u003cp\u003eSony 166\u003c\/p\u003e \u003cp\u003eSamsung Electronics 172\u003c\/p\u003e \u003cp\u003eConclusion on Sony versus Samsung Electronics 180\u003c\/p\u003e \u003cp\u003eChapter close 184\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 The Maturity Period 185\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe consolidation phase 187\u003c\/p\u003e \u003cp\u003eDescription of the consolidation phase 187\u003c\/p\u003e \u003cp\u003eNational traits that tend to enable or derail during the maturity period 188\u003c\/p\u003e \u003cp\u003eCase study: Toyota 190\u003c\/p\u003e \u003cp\u003eThe founder and Toyota’s embedded corporate values 191\u003c\/p\u003e \u003cp\u003eThe Toyota Way and work practices at Toyota 191\u003c\/p\u003e \u003cp\u003eThe Toyota Way as a source of sustainable differentiation 193\u003c\/p\u003e \u003cp\u003eToyota in America 195\u003c\/p\u003e \u003cp\u003eThe crisis and conclusion 197\u003c\/p\u003e \u003cp\u003eCase study: FLSmidth 198\u003c\/p\u003e \u003cp\u003eThe Danish national culture 199\u003c\/p\u003e \u003cp\u003eA brief history and the values the founder embedded 200\u003c\/p\u003e \u003cp\u003eThe next 70 years – disaster strikes – and a new strategy is outlined 201\u003c\/p\u003e \u003cp\u003eA new footprint challenges the culture and the work practices 202\u003c\/p\u003e \u003cp\u003eThe “small country” dilemma facing FLSmidth as it moves from 1.0 to 2.0 203\u003c\/p\u003e \u003cp\u003eThe three cultural strategies options facing FLSmidth 203\u003c\/p\u003e \u003cp\u003eEpilogue on FLSmidth 205\u003c\/p\u003e \u003cp\u003eCase study: P\u0026amp;G 205\u003c\/p\u003e \u003cp\u003eA brief history of P\u0026amp;G 206\u003c\/p\u003e \u003cp\u003eA few central embedded values 206\u003c\/p\u003e \u003cp\u003eKey lessons from the eight cases 210\u003c\/p\u003e \u003cp\u003ePart III The Model in Action (Lessons for Boards, Managers and Investors) 213\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Whither the West 215\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhither the West 215\u003c\/p\u003e \u003cp\u003eAppearance and reality 218\u003c\/p\u003e \u003cp\u003eGolden rules for dealing with reactive cultures 220\u003c\/p\u003e \u003cp\u003e1. Speech is to promote harmony 220\u003c\/p\u003e \u003cp\u003e2. Good listening is important 220\u003c\/p\u003e \u003cp\u003e3. Never interrupt 221\u003c\/p\u003e \u003cp\u003e4. Never confront 221\u003c\/p\u003e \u003cp\u003e5. Never disagree openly 221\u003c\/p\u003e \u003cp\u003e6. Never cause anyone to lose face 222\u003c\/p\u003e \u003cp\u003e7. Suggestions, especially criticism, must be indirect 223\u003c\/p\u003e \u003cp\u003e8. Be ambiguous, so as to leave options open 223\u003c\/p\u003e \u003cp\u003e9. Prioritize diplomacy over truth 224\u003c\/p\u003e \u003cp\u003e10. Follow the rules but interpret them flexibly 224\u003c\/p\u003e \u003cp\u003e11. Utilize networks 225\u003c\/p\u003e \u003cp\u003e12. Don’t rush or pressure Asians. Do things at appropriate times 225\u003c\/p\u003e \u003cp\u003e13. Observe fixed power distances and hierarchy 227\u003c\/p\u003e \u003cp\u003e14. Work hard at building trust 228\u003c\/p\u003e \u003cp\u003eGolden rules for dealing with multi-active cultures 228\u003c\/p\u003e \u003cp\u003e1. Speech is for opinions 233\u003c\/p\u003e \u003cp\u003e2. Let them talk at length and then reply fully 233\u003c\/p\u003e \u003cp\u003e3. Be prepared to discuss several things at once 234\u003c\/p\u003e \u003cp\u003e4. Be prepared for several people talking at once 234\u003c\/p\u003e \u003cp\u003e5. Display feelings and emotion 235\u003c\/p\u003e \u003cp\u003e6. Interrupt when you like 235\u003c\/p\u003e \u003cp\u003e7. Truth is flexible and situational 235\u003c\/p\u003e \u003cp\u003e8. Be diplomatic rather than direct 236\u003c\/p\u003e \u003cp\u003e9. Socialize enthusiastically, be gregarious 236\u003c\/p\u003e \u003cp\u003e10. Think aloud 236\u003c\/p\u003e \u003cp\u003e11. Complete human transactions 237\u003c\/p\u003e \u003cp\u003e12. Seek and give favours with key people 237\u003c\/p\u003e \u003cp\u003e13. Overt body language and tactility are acceptable 238\u003c\/p\u003e \u003cp\u003e14. Reputation is as important as profit 238\u003c\/p\u003e \u003cp\u003e15. Accept unpunctuality 238\u003c\/p\u003e \u003cp\u003e16. Remain relationship oriented 238\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 The Crisis 241\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStrategy v. competition: being “outplayed” 243\u003c\/p\u003e \u003cp\u003eThe Prussian Army and Field Marshall Von Moltke 243\u003c\/p\u003e \u003cp\u003eThe effect of national traits 246\u003c\/p\u003e \u003cp\u003eProblems in execution 247\u003c\/p\u003e \u003cp\u003eExamples – Sony and GM 247\u003c\/p\u003e \u003cp\u003eThe effect of national traits on poor execution 247\u003c\/p\u003e \u003cp\u003eDisruption 248\u003c\/p\u003e \u003cp\u003eTechnology disruption 248\u003c\/p\u003e \u003cp\u003eThe effect of national traits on technology disruption 250\u003c\/p\u003e \u003cp\u003eProcess disruption 250\u003c\/p\u003e \u003cp\u003eThe effect of national traits on process disruption 251\u003c\/p\u003e \u003cp\u003eSuccess – the success crisis 251\u003c\/p\u003e \u003cp\u003eSuccess makes blind – the success trap 252\u003c\/p\u003e \u003cp\u003eSuccess has no memory 252\u003c\/p\u003e \u003cp\u003eThe share price trap 253\u003c\/p\u003e \u003cp\u003eThe burning platform 254\u003c\/p\u003e \u003cp\u003eTime – if you don’t move forwards you move backwards 255\u003c\/p\u003e \u003cp\u003eChange of leadership 256\u003c\/p\u003e \u003cp\u003eNavigating a transformation point 256\u003c\/p\u003e \u003cp\u003eDiffering cultural performances in times of crisis 257\u003c\/p\u003e \u003cp\u003ePoor strategy facing competition 257\u003c\/p\u003e \u003cp\u003ePoor execution 258\u003c\/p\u003e \u003cp\u003eDisruption 259\u003c\/p\u003e \u003cp\u003eSuccess 259\u003c\/p\u003e \u003cp\u003eTime 260\u003c\/p\u003e \u003cp\u003eChange of leadership 260\u003c\/p\u003e \u003cp\u003eNavigating transformation 261\u003c\/p\u003e \u003cp\u003eMeeting crises 262\u003c\/p\u003e \u003cp\u003eChapter closing 263\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Enhancing Corporate Performance in a Multicultural World 265\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSeeing the water that surrounds you 266\u003c\/p\u003e \u003cp\u003eThe national lifecycle fingerprint 266\u003c\/p\u003e \u003cp\u003eExamples of 17 national traits that both enable and derail 269\u003c\/p\u003e \u003cp\u003eTwo recommendations to investors 269\u003c\/p\u003e \u003cp\u003e1. Watch out for the tell-tale signs of a derailing cultural dynamic and promote diversity in the board 269\u003c\/p\u003e \u003cp\u003e2. Analyze the cultural implications carefully when merging two organizations 271\u003c\/p\u003e \u003cp\u003eTwo recommendations to boards 272\u003c\/p\u003e \u003cp\u003e1. Conduct a full strategy and cultural dynamics audit at least every five years 272\u003c\/p\u003e \u003cp\u003e2. Promote diversity at the board and in the executive team 273\u003c\/p\u003e \u003cp\u003eFour recommendations to management 273\u003c\/p\u003e \u003cp\u003e1. Carefully balance diversity with day-to-day performance and make the organization culturally aware 273\u003c\/p\u003e \u003cp\u003e2. Establish a recurrent methodology for making culture discussion more data driven and establish a cross-functional task force to systematically monitor culture 274\u003c\/p\u003e \u003cp\u003e3. Ensure there is a clear strategy for embedding key elements of the corporate culture globally 275\u003c\/p\u003e \u003cp\u003e4. Align the talent and leadership agenda with the cultural imperatives 276\u003c\/p\u003e \u003cp\u003eImplications for countries 277\u003c\/p\u003e \u003cp\u003eChapter and book conclusion 278\u003c\/p\u003e \u003cp\u003eAppendix 281\u003c\/p\u003e \u003cp\u003eReferences and Websites 287\u003c\/p\u003e \u003cp\u003eIndex 289\u003c\/p\u003e  \u003cp\u003e\"The real challenge this book provides is that companies need to recognise that cultural change does not happen simply by chance or desire, but requires real management focus throughout the organisation. The opportunity that awaits those organisations that achieve this is extraordinary and creates long-term sustainable businesses.\" (\u003cem\u003eFinancial Advisor,\u003c\/em\u003e April 2014) \u003c\/p\u003e\u003cp\u003e\"... in focusing on culture they are clearly onto something important.... \u003cem\u003eFish Can't See Water\u003c\/em\u003e is full of interesting insights into modern business.\" (\u003cem\u003eThe Economist,\u003c\/em\u003e October 2013) \u003c\/p\u003e\u003cp\u003e\"The book offers a readable tour through organisational culture....\" (\u003cem\u003eProfessional Manager,\u003c\/em\u003e September 2013) \u003c\/p\u003e\u003cp\u003e\"With case studies from Asia, Europe and the US, the book offers a thorough insight into how even the smallest of cultural traits can affect businesses immensely.\" (GulfBusiness.com, September 2013) \u003c\/p\u003e\u003cp\u003e\"This is a thought-provoking read for anyone working across cultures.\" (\u003cem\u003eThe CA,\u003c\/em\u003e August 2013)   \u003c\/p\u003e\u003cp\u003e\u003cb\u003eKai Hammerich, MBA\u003c\/b\u003e (Kellogg Business School with Distinction), MSc. is Danish and an international leadership and talent consultant with Korn Ferry, living in London. He has been nominated by Business Week as one of the most influential headhunters worldwide. He advises boards and leadership teams of global corporations on talent, succession and cross cultural transformations that accelerate corporate performance.\u003cbr\u003e \u003cb\u003e\u003cbr\u003e Richard D. Lewis\u003c\/b\u003e is a well renowned British linguist who created Richard Lewis Communications – a language school for executives as well as a company that advises on cross-cultural issues facing business executives. Richard has written a number of books including the bestselling When Cultures Collide.\u003c\/p\u003e  \u003cp\u003e“Finally a book that addresses the unique competitive edge of all entities, culture. While culture can work in negative and positive ways, understanding its impact on an organization’s goals and doing something about it is the job of all leaders. Thanks to Richard Lewis and Kai Hammerich, we now have the tools to do just that. This book is a must read for any global leader who works across national, economic and cultural boundaries.”\u003cbr\u003e \u003cb\u003e—Steven J. DeKrey, Ph.D\u003c\/b\u003e., \u003ci\u003ePresident and CEO of the Asian Institute of Management; former Graduate Dean at The HKUST Business School, Asia’s leading MBA school\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e“This great book is an invaluable resource and a superb toolkit for all Executives and HR professionals leading or supervising international businesses and teams. Culture matters more than ever and is a unique source of sustainable competitive differentiation. A maverick piece of work from Kai Hammerich and Richard Lewis with absolute word-class insights!”\u003cbr\u003e \u003cb\u003e—Wilbert J. M. Buiter\u003c\/b\u003e, \u003ci\u003eformer Chief HR Officer at Philips Communications, NCR and ING Group\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e“As a global and yet distinctly Finnish company, Nokia’s strength is derived from its roots, as well as its willingness to draw upon the unique elements of the many cultures of its people around the world. Having met and worked with both Richard Lewis and Kai Hammerich, I have come to value their unique insight into the interplay of national and corporate cultures.”\u003cbr\u003e \u003cb\u003e—Stephen Elop\u003c\/b\u003e, \u003ci\u003ePresident and CEO of Nokia Corporation\u003c\/i\u003e\u003c\/p\u003e  \u003cp\u003eThe message of this book is simple: national culture, through its influence on corporate culture, has a powerful but often-invisible impact on the success of global companies. What’s more, the very same national traits that accelerate growth at one stage of the corporate life cycle may derail that growth at a different stage or when an inevitable crisis hits.\u003c\/p\u003e \u003cp\u003eHow did Samsung Electronics become the world’s largest consumer electronics company in less than 20 years, unseating dominant Sony Corporation in the process? What pivotal role did the national heritage of both companies play in this? How did Toyota create a sustainable competitive advantage for almost 25 years, by adapting a global business philosophy deeply rooted in Japanese culture? How did the Finnish roots of Nokia and the American roots of GM first help both companies, only later to derail their success?\u003c\/p\u003e \u003cp\u003eIn a global world where most processes and products can and will be copied, culture matters more than ever, and as this book shows, can be a source of sustainable competitive advantage! As they say: ‘Culture eats Strategy for lunch!’  Through case examples that include: Toyota, Austin Motor Company (later British Leyland), Samsung, Sony, Nokia, and P\u0026amp;G, Hammerich and Lewis provide a new conceptual framework and 10 vital tools for analyzing corporate culture and diagnosing the dynamics that drive  the success of global companies.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989216903397,"sku":"NP9781118608562","price":45.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781118608562.jpg?v=1761783246","url":"https:\/\/k12savings.com\/es\/products\/fish-cant-see-water-isbn-9781118608562","provider":"K12savings","version":"1.0","type":"link"}