Index
A
Adaptability: Apple's case study on corporate culture's impact on; creating change, customer focus, organizational learning dimensions of fig; Domino's Pizza (2001, 2003, 2004, 2006) fig fig fig fig fig; GE Healthcare's CSW (Clinical Systems Wuxi) [2007] fig fig fig; global purchasing department's strategic alignment of fig; GT Automotive's HVAC North America fig fig fig fig; Polar Bank (2004) fig; Swiss Re Americas Division (2000 and 2002) fig; Vale (2006) fig fig; Vale versus Inco (2006) fig fig
Agnelli, Roger
Alstom (France)
AmBev (Brazil)
AMCI Holdings
Americas Division. See Swiss Re's Americas Division
Anheuser-Busch (USA)
Apple: adaptability of App Store innovation of mindset focusing on customer ecosystem
Arcelor
ArcelorMittal
Artifacts: definition of fig; organizational cultural level of analysis
B
Bad habits: rethinking and trying again in case of new fig unlearning and leaving behind old fig
Bad new habits: GE's approach to improving product quality GT Automotive's service learning methods in European transformation; rethinking and trying again Vale's centralized approach to integrating the Inco acquisition
Bad old habits: fiefdoms at Vale old HR process at Domino's; sales process at DeutscheTech; unlearning and leaving behind fig
Bain Capital: Domino's Pizza purchased by; reporting on Domino's investment by; strategy based on people as competitive advantage
Bartlett, Chris
Beerli, Andreas
Beliefs: definition of fig; organizational cultural level of analysis
“Belonging” standard
Bharti Airtel
BlackBerry
Board restructuring
Boer Wars (South Africa)
Bombardier (Canada)
Boston Consulting Group (BCG)
Bottom half improvement
Boudreau, John
Brandon, David
BRIC (Brazil, Russia, India, and China) countries
Buffett, Warren
Building sense of belonging
Business performance: cultural traits in organizations with high-vs. low- four main ways that corporate culture impacts
C
Canon
Capability development: Domino's Pizza (2001) fig fig fig fig fig; integration lesson on building cross-business
Capacity: Domino's Pizza case study on frontline support to increase Ritz-Carlton Hotels case study on involvement to increase
“Cargo cult” (Trobriand Islanders)
Case studies: DeutscheTech; Domino's Pizza; following the change process using GE Healthcare's CSW (Clinical Systems Wuxi) GT Automotive's HVAC Division; IKEA Polar Bank Ritz-Carlton Hotels Swiss Re's Americas Division Toyota Vale. See also Corporate culture change
Change. See Corporate culture change
Charan, Ram
China Haidian Holdings
China State Construction
Chinese Academy of Sciences (CAS)
CHINT Group
Cho Fujio
Chopra, Deepak
Churchill, Winston
Colleen, Lief
Collins, Jim
Communicating: corporate strategy dialogue (CSD); one strategic vision
Companhia Vale do Rio Doce (CVRD). See also Vale case study
Consistency: core values, agreement, coordination and integration factors of fig; corporate culture's impact on; Domino's Pizza (2001) fig fig fig fig fig; GE Healthcare's CSW (Clinical Systems Wuxi) [2007] fig fig fig; global purchasing department's strategic alignment of fig; GT Automotive's HVAC North America fig fig fig fig; Polar Bank (2004) fig; Swiss Re Americas Division (2000 and 2002) fig; Toyota case study on quality founded on Vale (2006) fig fig; Vale versus Inco (2006) fig fig
Consumer focus: Domino's Pizza (2001) fig fig fig fig fig; recognizing that we are all in the service business
Coordination and integration. See Integration
Core values: consistency rooted in set of; corporate cultural analysis of; definition of fig; Domino's four guiding principles and; Domino's Pizza (2001) fig fig fig fig fig; IKEA's mission growing out of One-Hundred-Year-Old Manufacturing Company assessment of their fig; overinvesting at the outset in inculcating Ritz-Carlton Hotels. See also Culture profile
Corporate centers
Corporate culture change: Canon's approach to planning for future using case studies to follow the process of culture profile used to determine needed developing new habits as part of Domino's Pizza (2001) fig fig fig fig fig; exporting how it impacts everyone in the organization steps for leading in global organizations fig; tracking the transformation process of trading old habits for new framework for understanding the importance of routines for. See also Case studies; Integration; Leader lessons
Corporate cultures: challenge of managing your; cultural incompatibility of different; description and importance of GE Healthcare case study on challenge of integrating different of high-vs. low-performance organizations how business performance is impacted by how rituals, habits, and routines make up; iceberg image of fig; knowledge embedded in fig; recognizing that strategy is based on; three different levels of analysis of. See also Cultures; Integration; Organizations
Corporate strategy dialogue (CSD)
Cross-business capability
CSW (Clinical Systems Wuxi) [China]: challenge of integrating cultures at continued focus on the value segment by Culture Survey (2007) results for fig; Culture Survey (comparing 2007 to 2009) results for fig fig; Denison and Lief's role at; lessons for leaders from experience of moving toward a global strategy origins of quality improvement through new product development at tracking the process made at; vision-led strategy used at
Cultural incompatibility issue
Culture profile: description and measures used to create; leading culture change to improve fig; more color is better rule for interpreting; One-Hundred-Year-Old Manufacturing Company fig. See also Core values
Culture Survey: design and purpose of DeutscheTech use of; Domino's Pizza (2001) fig fig; GE Healthcare's CSW (Clinical Systems Wuxi) [2007] fig fig fig; GT Automotive's HVAC North America fig fig fig fig; interpreting culture profile; Polar Bank (2004) fig fig fig; Vale (2006) fig fig; Vale versus Inco (2006) fig fig
Cultures: collective wisdom and knowledge embedded in; used as competitive advantage in emerging markets definition of; external adaptation and internal integration problems of all; national versus organizational unique characteristics and identity of different. See also Corporate cultures
D
Daimler-Chrysler merger
Datex-Ohmeda (D-O) [Finland]: CSW's culture integration of processes of; GE Healthcare's acquisition of; GE Healthcare's bridging cultural gap between Zymed and; Zymed's adaption of D-O technology
Davenport, Tom
Denison, Daniel R.
DeutscheTech case study: characteristics of DeutscheTech culture Denison and Lief's role during the; on strategic alignment; on taking the time to implement a new strategy unlearning and leaving behind the old sales process; Vision Index used during
DeutscheTech Vision Index: application of the five times making up the illustration of the fig
Domino's Pizza case study: Culture Survey (2001) comparison fig fig; Culture Survey (2001) comparison fig; Culture Survey (2001) comparison fig; Culture Survey (2001) results fig; Denison and Lief's consulting work during; Domino's four guiding principles; on importance of supporting front line people; improved organization and culture outcomes during lessons for leaders learned from on “OBI” provision; origins and early development of Domino's preserving the franchise OBI clause; strategy for supporting frontline people tracking the progress made for frontline support unlearning and leaving behind the old HR process
Doyle, Patrick
DSM
DuPont
E
Einstein, Albert
El Sewedy Electric (Egypt)
Embraer
Emerging markets (global business building from): importance of vision for lessons for leaders on Vale case study on
Emerging markets (global business building in): using culture as a competitive advantage in examples of building a global business in GE Healthcare's CSW case study on building business in lessons for leaders on theory of globalization applied to. See also Global Challengers
Emerging markets lessons: on benefits of acquiring a “competitor,” 128; on importance of vision on the truth that organizational subcultures are everywhere
Employees: balancing empowerment and professionalism of corporate culture's impact on involvement of; Domino's empowerment of fig fig fig fig fig; Domino's Pizza case study on supporting front line job rotation of
Empowerment: balancing professionalism and Domino's Pizza (2001) fig fig fig fig fig
Eterna (Switzerland)
Exporting culture change: examining the possibility of examples of successful GT Automotive's HVAC Division's case study on lessons for leaders on national culture versus organizational culture issue
External adaptation problem
F
FDA approval requirements (U.S.)
Feedback: Polar Bank's use of 360-degree; Vale's use of 360-degree
Felix Resources (Australia)
Feynman, Richard
Fitzgerald, F. Scott
FORTUNES's 100 Best Places to Work, list
Frontline people: additional strategies for supporting creating a corporate system supporting Domino's Pizza case study on supporting JetBlue Airways lesson on need to support lessons learned from Domino's Pizza case study on supporting Marine “gravel crunchers” as
Frontline strategies: Domino's Pizza case study on examining other organizational approaches to five guidelines on how leaders can implement Lawler's “know more, care more, and contribute more,” 46; Walt Disney's Mickey Mouse versus street sweepers
Frontline support lessons: lead with personal touch but follow up with structure we are all in the service business what you keep is as important as what you change
A Furniture Dealer's Testament (Kamprad)
Fylkesbanken (Norway)
G
Galanz (China)
Gazprom
GE Healthcare case study: background information on building the management team challenge of integrating cultures during continued focus on the value segment during Culture Survey (comparing 2007 to 2009) results for fig fig; Culture Survey results (2007) during fig; Denison and Lief's role during the; lessons for leaders from the moving toward a global strategy during quality improvement through new product development during rethinking approach to improving product quality on using their CSW business to build global business; tracking the progress during; vision-led strategy used during
Gerstner, Lou
GE's John F. Welch Technology Centre (Bangalore)
Ghoshal, Sumantra
Global business building (from emerging market): importance of vision for lessons for leaders on Vale case study on
Global business building (in emerging market): using culture as a competitive advantage for examples of using emerging markets for GE Healthcare's CSW case study on lessons for leaders on using emerging markets for theory of globalization applied to
Global business building lessons: balancing professionalism and empowerment on benefits of acquiring a “competitor,” 128; on importance of vision putting your own house in order first; on the truth that organizational subcultures are everywhere
Global Challenger Emeritus
Global Challengers: BCG (Boston Consulting Group) list of importance of vision by three stages of adaptation process by Vale case study on becoming a. See also Emerging markets
“Global Challengers” list
Global Leadership Forums (Vale)
Global purchasing department: comparing executive team's and buyers’ view of strategic alignment fig; lessons for leaders on strategic alignment
Globalization process: using culture as a competitive advantage GE's John F. Welch Technology Centre (Bangalore) example of internalization stage of; localization stage of ownership stage of; Pfizer-Shanghai Pharmaceutical joint venture example of
Goddard, Jeff
Good habits: inventing and perfecting new fig preserving and strengthening good fig
Good new habits: GE Healthcare China's vision-led integration inventing and perfecting fig Polar Bank's new system of governance Swiss Re Americas Division's new operating model
Good old habits: Domino's franchise agreements: the OBI clause; GE Healthcare's focus on the value segment Polar Bank's maintaining a local presence preserving and strengthening fig
Governance: creating one board following merger creating one corporate center for; Polar Bank's new system of
“Gravel crunchers,” 25
GT Automotive case study: acquisition of S&H Fabrication; business teams involved duringt; Denison and Lief's role during; exporting culture change examined through HVAC Division transformationt; HVAC North America's Culture Survey used during fig fig fig; improved HVAC culture change resultst; involvement meetings during lessons for leaders from North America/Europe culture change duringtt; rethinking service learning methods in European transformation
Gunfire at Sea (Morrison)
Guo Song
H
Habits: changing culture by changing fig; difficulty of changing evolution of naval artillery innovation story on as the “flywheel of society,” 154; introduced as framework for leading culture change fig; inventing and perfecting good new fig learning to trade old ones for new preserving and strengthening good old fig rethinking and retrying bad new fig unlearning and discarding old bad fig. See also Knowledge; Rituals; Routines
The Halo Effect (Rosenzweig)
Hansen, Katarina: creating one leadership development process creating one Polar Bank board creating one team; Culture Survey response by; decisions regarding misaligned managers; developing one strategy at Polar Bank as Polar Bank's CEO; tracking Polar Bank's transformation by
Harrah's Entertainment
Hindalco (India)
Holliday, Chad
Hooijberg, Robert
Hormosan Pharma (Germany)
HP-EDS merger: background information on integration challenges faced during
HVAC North America. See GT Automotive case study
I
IBM
IBM Consulting
Iceberg image fig
IKEA: flatpack element of IKEA system “The IKEA Way” strategy; mission grows out of core beliefs and assumptions
InBev
Inco (Canada): cultural differences between Vale and Culture Survey results on Vale versus Inco (2006) fig; Culture Survey results on Vale versus Inco (2008) fig; rethinking Vale's centralized approach to integrating; Vale's acquisition of
Indal (India)
Innovation: habits as framework for culture change and naval artillery
Institute of Computing Technology (CAS)
Integration: communicating one message for creating one board for creating one corporate center for; creating one leadership development process for creating one team for; developing one strategy for Domino's Pizza (2001) fig fig fig fig fig; GE Healthcare case study on challenge of culture of Inco and Vale's cultures fig; lessons for leaders on merger challenge of; Polar Bank case study on tracking the transformation for. See also Corporate culture change; Corporate cultures; Mergers; Strategic alignment
Integration lessons: build cross-business capability; create a common governance structure engage leaders in building common strategy; make quick decisions about misaligned managers
Integration strategy: creating an integration plan cultural incompatibility issue for; deciding on how much integration fig
Interbrew (Belgium)
Internal integration problem
International Bank of Denmark (IBD)
Involvement: corporate culture's impact on; Domino's Pizza (2001) fig fig fig fig fig; empowerment, team orientation, capability development characteristics of fig; GE Healthcare's CSW (Clinical Systems Wuxi) [2007] fig fig fig; global purchasing department's strategic alignment of fig; GT Automotive's HVAC North America fig fig fig fig; Polar Bank (2004) fig; Ritz-Carlton Hotels case study on capacity created through Swiss Re Americas Division (2000 and 2002) fig; Vale (2006) fig fig; Vale versus Inco (2006) fig fig
iPhone
iPod
iTunes
J
James, William
JetBlue Airways
JFK International Airport shutdown (2007)
Jing, Lucy
Job rotation system
Jobs, Steve
John F. Welch Technology Centre (Bangalore)
K
Kamprad, Ingwar
Kaplan, Robert
Katzenbach, Jon
Kawasaki (Japan)
Kiss, Bow, or Shake Hands (Conaway)
Knowledge: embedded in organizational culture fig; how rituals, habits, and routines capture. See also Habits; Routines
Kotter, John
Kuppler, Tim
L
Ländesbanken (Sweden)
Lane, Nancy
Lawler, Edward E.
Leader lessons: adapt as you go on building a global business in an emerging market on building global business from an emerging market on changing to support the front lines do what you know best; on exporting culture change on integration lead with personal touch but follow up with structure on strategic alignment we are all in the service business what you keep is as important as what you change. See also Corporate culture change
Leaders: corporate culture change steps required by fig; Domino's Pizza case study on frontline support by five guidelines for supporting front line preparing frontline supervisors to become
Leadership development alignment
Lehtonen, Matti
Lenovo (China)
Liang Qingde (“Uncle De”)
Lief, Colleen
Likert, Rensis
Liu Chuanzhi
Lundgren, Gillis
Lupin Pharmaceutical (India)
M
Mailloux, Patrick
Marcopolo
Marine “gravel crunchers,” 25
Marketplace: Apple's mindset focusing on customer ecosystem; asking frontline employees about realities of
Marks, Mitchell Lee
Mars management meeting story
McGregor, Douglas
Meng, Kevin
Mergers: Daimler-Chrysler; developing one strategy following different types of fig; HP-EDS integration challenges during Polar Bank case study on. See also Integration
Mickey Mouse (Walt Disney) fig
Mirvis, Philip H.
Mission: corporate culture's impact on; Domino's Pizza (2001) fig fig fig fig fig; GE Healthcare's CSW (Clinical Systems Wuxi) [2007] fig fig fig; global purchasing department's strategic alignment of fig; GT Automotive's HVAC North America fig fig fig fig; IKEA's core values foundation of Polar Bank (2004) fig; strategic direction alignment with fig Swiss Re Americas Division (2000 and 2002) fig; Vale (2006) fig fig; Vale versus Inco (2006) fig fig
Mitarai Fujio
Mittal Steel
Monaghan, Jim
Monaghan, Tom
Morrison, Elting
N
National culture
Naval artillery innovation story
Nokia
Nonaka Ikujiro
Norms: definition of fig; organizational cultural level of analysis
Norton, David
Nunnelly, Mark
O
One-Hundred-Year-Old Manufacturing Company culture profile fig
Organizational learning: Domino's Pizza (2001) fig fig fig fig fig; of good habits fig
Organizations: cultural traits of high-vs. low-performance external adaptation and internal integration problems of all; leading culture change in global. See also Corporate cultures
P
Papua New Guinea
Pfizer-Shanghai Pharmaceutical joint venture
Polar Bank case study: background information of Culture Survey results (2004 and 2006) during fig fig fig; Denison and Lief's role during the; on integrating three different acquisitions into one culture; lessons for leaders learned from maintaining a local presence during new system of governance created during tracking the transformation during
PricewaterhouseCoopers Consulting
Pride in belonging
Procter & Gamble
Professionalism-empowerment balance
R
Research in Motion
Rituals: challenge of creating new changing culture by changing fig; description of. See also Habits; Routines
Ritz-Carlton Hotels case study: core values of; on involvement creating capacity on “Three Steps of Service” standard
Roche Vitamins
Roger. See Agnelli, Roger
Rosenzweig, Phil
Routines: challenge of creating new changing culture by changing fig; how they capture knowledge; as requiring a shared mindset among participants understanding the importance of. See also Habits; Knowledge; Rituals
S
Samsung
Santamaria, Jason
Schein, Edgar
Service learning
Shanghai Pharmaceutical-Pfizer joint venture
Siemens (Germany)
Strategic alignment: Apple's successful; creating cycle of formulation and implementation for DeutscheTech case study on Domino's Pizza (2001) fig fig fig fig fig; implementation of new of leadership development Mars management meeting story on. See also Integration
Strategic alignment implementation: creating cycle of formulation and formulating versus in global purchasing fig; lessons for leaders on mobilizing mindset for successful culture change impact during taking the time to
Strategic alignment lessons: on deciding who to trust on how transformation impacts everyone on reasons for lack of alignment on shared sense of purpose
Strategic vision message
Stumpf, John
Subprime mortgage crisis
“Superstitious learning,” 5
Supporting front line. See Frontline people
Swiss Re's Americas Division case study: comparing 2000 to 2002 Culture Survey results fig; on crisis-driven top-down strategic change; Denison and Lief's role during on how culture change impacts everyone in organization new operating model created during performance 2001 during fig
Sysco
T
Tata (India)
Tata Nano
Tata, Ratan
Team orientation: Domino's Pizza (2001) fig fig fig fig fig; Polar Bank's creation of single orientation following merger
Teams: building the CSW distinguish between single-leader work groups and; GT Automotive case study on businesst; Polar Bank's creation of one team following merger
360-degree feedback: Polar Bank's use of; Vale's use of
Toyota case study: on consistency as foundation for quality on the Toyota Way and Toyota Production System
Trobriand Islanders’ “cargo cult,” 5
Tube Investments Ltd.
U
Underlying beliefs: definition of fig; organizational cultural level of analysis
University of Michigan
U.S. FDA requirements
V
Valassis Communications
Vale case study: background information on becoming an internationally diversified company on creating global corporation from local base; Culture Survey results (2006) fig; Culture Survey results (2008) fig; Culture Survey results on Vale versus Inco (2006) fig; Culture Survey results on Vale versus Inco (2008) fig; Denison and Lief's role during the; getting the Brazilian business in order Global Leadership Forums used during; international vision adopted during; lessons for leaders from rethinking centralized approach to integrating Inco acquisition; unlearning and discarding fiefdoms at Vale the “Vale way,” 138; Vale's Global Challenger Emeritus status. See also Companhia Vale do Rio Doce (CVRD)
Vale's Corporate University
Values. SeeCore values
Vision: communicating one strategic Domino's Pizza (2001) fig fig fig fig fig; GE Healthcare CSW's use of vision-led strategy importance for global business building from emerging market importance for global business building in an emerging market Vale's international
Vision Index (DeutscheTech)
W
Walt Disney fig
Weick, Karl
Welch, Jack
Wilmar International
Wilmot, Patti
Wong Mai Min
Wu, Kevin
Y
Yanzhou Coal Mining Company (China)
Z
Zhang, Maggie
Zhang Yukun
Zymed (China): adaption of D-O technology by CSW's culture integration from processes used at GE Healthcare's acquisition of; GE Healthcare's bridging cultural gap between D-O and; GE's rethinking of product quality approach at