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Corporate culture a source for competitive advantage

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Discuss Corporate Culture‘s role in building& sustaining Competitive Advantage

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Corporate culture a source for competitive advantage

  1. 1. Corporate culture A source of competitive advantage Prepared by:Walid SAAFAN Dec 2014
  2. 2. Objective Discuss Corporate Culture‘s role in building& sustaining Competitive Advantage Corporate 2 culture_Dec., 2014
  3. 3. Content 1. STRATEGY? 2. Corporate CULTURE 3. Culture importance 4. Culture change 5. Corporate Culture as a source of Competitive Advantage Corporate 3 culture_Dec., 2014
  4. 4. STRATEGY? Corporate 4 culture_Dec., 2014
  5. 5. PerformSIMILAR ACTIVITIES better then rivals 5 Corporate culture_Dec., 2014
  6. 6. M.Porter O.E. Necessary but NOT SUFFICIENT 6 Corporate culture_Dec., 2014
  7. 7. EasyEMULATION 7 Corporate culture_Dec., 2014
  8. 8. Productivity Frontier 8 Corporate culture_Dec., 2014
  9. 9. being DIFFERENT 9 Corporate culture_Dec., 2014
  10. 10. “Creation of a UNIQUE and VALUABLE position, involving a DIFFERENT set of activities”. M.Porter 10 Corporate culture_Dec., 2014
  11. 11. Mission, Vision, Values 11 Corporate culture_Dec., 2014
  12. 12. Long term Vision Shareholder value Value proposition Value chain Organization capital Human capital Information capital Internal Customer Financial Learning & growth 12 Corporate culture_Dec., 2014
  13. 13. Corporate CULTURE 13 Corporate culture_Dec., 2014
  14. 14. “a pattern of shared basic assumptions that was learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems” Edgar H. Schein 14 Corporate culture_Dec., 2014
  15. 15. 15 Corporate culture_Dec., 2014
  16. 16. 16 Corporate culture_Dec., 2014
  17. 17. Professional discipline Unit functions Geographical locations Employee age and experience 17 Corporate culture_Dec., 2014
  18. 18. Culture importance 18 Corporate culture_Dec., 2014
  19. 19. 19 Corporate culture_Dec., 2014
  20. 20. “what keeps me awake at night are the intangibles. It’s the intangibles that are the hardest thing for a competitor to imitate, so my biggest fear is that we lose the culture, the spirit. If we ever do lose that, we will have lost our most important competitive asset.” Gary C. Kelly Southwest Airlines, CEO 20 Corporate culture_Dec., 2014
  21. 21. Right decisions Appropriatebehaviors Deal with work Speed and efficiency organization's receptiveness to change attitudes of outside stakeholders 21 Corporate culture_Dec., 2014
  22. 22. Global Innovation 1000 study, Booz& Company 2011 22 Corporate culture_Dec., 2014
  23. 23. Culture & Change survey, Booz& Company 2010 23 Corporate culture_Dec., 2014
  24. 24. Global Innovation 1000 study, Booz& Company 2011 24 Corporate culture_Dec., 2014
  25. 25. Culture CHANGE 25 Corporate culture_Dec., 2014
  26. 26. Circumstances Stakeholder expectations The demographics of the organization The organization’s objectives New technologies Negative outcomes 26 Corporate culture_Dec., 2014
  27. 27. Culture & Change survey, Booz& Company 2010 27 Corporate culture_Dec., 2014
  28. 28. Culture & Change survey, Booz& Company 2010 28 Corporate culture_Dec., 2014
  29. 29. Self ASSESSMENT 7 6 5 4 3 2 1 29 Corporate culture_Dec., 2014
  30. 30. HIRING the right people 7 6 5 4 3 2 1 30 Corporate culture_Dec., 2014
  31. 31. EQUIPING the people 7 6 5 4 3 2 1 Corporate 31 culture_Dec., 2014
  32. 32. setting EXPECTATIONS 7 6 5 4 3 2 1 32 Corporate culture_Dec., 2014
  33. 33. getting OUT of the way 7 6 5 4 3 2 1 33 Corporate culture_Dec., 2014
  34. 34. showAPPRECIATION 7 6 5 4 3 2 1 34 Corporate culture_Dec., 2014
  35. 35. letting people GO 7 6 5 4 3 2 1 35 Corporate culture_Dec., 2014
  36. 36. O.C. as a source of Competitive Advantage 36 Corporate culture_Dec., 2014
  37. 37. BELOW normal performance NORMAL performance, SUPERIOR performance 37 Corporate culture_Dec., 2014
  38. 38. Temporary Superior performance 38 Corporate culture_Dec., 2014
  39. 39. Sustained Superior performance 39 Corporate culture_Dec., 2014
  40. 40. Culture and Sustained Superior financial performance valuable rare imperfectly imitable 40 Corporate culture_Dec., 2014
  41. 41. Culture & Change survey, Booz& Company 2010 41 Corporate culture_Dec., 2014
  42. 42. Q & A 42 Corporate culture_Dec., 2014
  43. 43. Walid Saafan Eng., DBA (cand.), SFO, XPP, BSC Certified professional Head of Strategy and Corporate Development Walid.saafan@gmail.com eg.linkedin.com/in/walidsaafan +20 111 333 4161 43 Corporate culture_Dec., 2014
  44. 44. References “What is Strategy”, Michael E. Porter – Harvard Business Review Product no. 4134. The global innovation 1000 “Why Culture Is Key” Strategy+Business, Issue 65 Winter 2011. Organizational Culture – Why Does It Matter Kenneth Desson, Joseph Clouthier - November 3, 2010 Organizational Culture: Can It Be a Source of Sustained Competitive Advantage? Jay B. Barney, The Academy of Management Review, Volume 11, Issue 3 (Jul., 1986), 656-665 “Culture Eats Strategy for Breakfast.” Miles Anthony Smith 44 Corporate culture_Dec., 2014

Editor's Notes

  • OC: Culture, leadership, alignment, teamwork
  • Culture types
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