By Peter Lawrence
In accordance with first-hand interviews with managers all over the world, the e-book presents clever and considerate insights into the main worldwide tendencies and concerns influencing corporations this present day.
Read or Download The Change Game: How Today's Global Trends Are Shaping Tomorrow's Companies PDF
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Additional info for The Change Game: How Today's Global Trends Are Shaping Tomorrow's Companies
Depending on both macro economic and individual company circumstance they may be desirable, necessary, even essential, sometimes the only way to assure corporate survival. But they buy time rather than future success. They deliver a cost advantage in the here and now. But they do not confer long-term competitive advantage for two reasons. They are the tools of retrenchment rather than of expansion; the growth they create is exterior to the companies concerned, and benefits the likes of outsourced service providers, and underemployed graduates in developing countries.
Ford also has a stake in the Japanese car manufacturer Mazda. Chrysler merged with Daimler Benz in 1999 (hence the American joke, how do you pronounce Daimler-Chrysler in German? ) and Daimler-Chrysler also has a one third stake in Mitsubishi. 34 The change game ❚ In Japan: Honda, Subaru, and Toyota are independent, but Toyota owns Daihatsu. 9 per cent stake in Japan’s Nissan. If one sorts through this little maze only three of Japan’s eight wellknown car firms are really wholly independent. ❚ In France: PSA is a fusion of the earlier independent companies of Peugeot and Citroën.
IT is a good example. Every organization needs it, none relishes paying for it, and both the equipment and the personnel come dear. In Europe the Anglo-French company SEMA, subsequently acquired by Schlumberger, has played successfully to this, approaching other companies and offering to meet their IT needs. The client company that buys this deal has its IT staff taken over by SEMA, they actually become SEMA employees on SEMA’s terms and benefits. This is really quite seductive. The client company gets the benefits of outsourcing and de-manning at the same time; it also manages to avoid the standard objection to outsourcing more qualitative and discretionary activities, namely that ‘they’ will not understand our business.
The Change Game: How Today's Global Trends Are Shaping Tomorrow's Companies by Peter Lawrence