1 / 21

Chapter 5: Creating & Leveraging Knowledge

Chapter 5: Creating & Leveraging Knowledge. The Worldwide Learning Challenge. Worldwide Innovation: The New Competitive Battleground. Competitors achieving parity in scale and responsiveness Competitive battles shifting to innovation area Three key capabilities: Sensing Responding

thane
Télécharger la présentation

Chapter 5: Creating & Leveraging Knowledge

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chapter 5: Creating & Leveraging Knowledge The Worldwide Learning Challenge

  2. Worldwide Innovation: The New Competitive Battleground • Competitors achieving parity in scale and responsiveness • Competitive battles shifting to innovation area • Three key capabilities: • Sensing • Responding • Implementing 5-2

  3. Worldwide Innovative Capability: MNC’s Competitive Advantage S Sensing Capability R Response Capability I Implementation Capability 5-3

  4. Example: Ericsson’s AXE Switch Diverse market stimuli…... R S I S S I R I I I I I S R …linked to create a transnational product 5-4

  5. Central, Local & Transnational Innovation • Two classic processes • Center-for-global: new opportunity sensed in home country, centralized resources brought to bear, implemented globally • Local-for-local: subsidiary-based knowledge development, used primarily in local market 5-5

  6. Central, Local & Transnational Innovation • Two emerging processes • Locally leveraged: Local opportunity sensed by subsidiary then leveraged on a worldwide basis • Sara Lee: Sanex and Ambi-Pur came from Spain • Globally linked: Resources and capabilities of many operations pooled to jointly create and manage new activity • Volkswagen’s New Beetle involved US, Germany and Mexico operations 5-6

  7. Problems Associated with Each Model • Center-for-global innovation • Risk of market insensitivity, imperialism • Local-for-local innovation • Risk of duplication, reinventing wheel • Locally leveraged innovation • Threatened by not-invented-here • Globally linked innovation • High coordination costs 5-7

  8. Central Innovation in Centralized Hub I I I I S-R-I I I • Headquarters senses world-wide opportunities • Centralized assets and resources favor unitary global responses • Implementing strategy decided centrally and executed locally 5-8

  9. Making Central Innovations Effective:Lessons from Matsushita • Gain subsidiary input • Through multiple personal linkages • Respond to different national needs • Give subsidiary units resources to influence how central R&D money is spent • Manage responsibility transfer (from research to manufacturing to marketing) • Move people with specific projects 5-9

  10. Making Local Innovations Efficient • Empower local management • Link local managers to corporate decision-making processes • Integrate subsidiary functions 5-11

  11. Transnational Innovation Processes: Two Examples • Locally leveraged innovations • Unilever fabric softener • Globally linked innovations • P&G liquid laundry detergent 5-12

  12. S - R I Locally Leveraged Innovation:Unilever’s Fabric Softener Developed in response to a locally sensed opportunity ... I I I I I I I I …then diffused rapidly worldwide under local brands 5-14

  13. Locally Leveraged Innovation: Unilever’s Fabric Softener I S-R-I I I I I 5-13

  14. S - R I S - R I S - R I Globally Linked Innovation:P&G’s World Liquid Detergent Linking diverse stimuli... …with dispersedresources andcapabilities... …to create transnational innovations 5-16

  15. Globally Linked Innovation: P &G Liquid Laundry Project S-R I S-r-I S-r-I S-R-I S-r-I s-R-I S-R-I 5-15

  16. Local Innovation in Decentralized Federation S-R-I S-R-I S-R-I S-R-I S-R-I S-R-I S-R-I • National units sense local needs • Distributed assets and resources allow local response • Local-for-local implementation 5-10

  17. Make Transnational Processes Feasible • Three simplifying assumptions have blocked progress with transnational processes: • Assumption that subsidiaries are symmetrical (”the United Nations syndrome”) • Assumption that HQ-subsidiary relationship is based on pattern of dependence / independence • Assumption that corporate management exercises control uniformly 5-17

  18. Beyond the Simplifying Assumptions • From Symmetry to Differentiation • Each unit has own distinct role • From Dependence or Independence to Interdependence • Through inter-unit integration mechanisms • From Uni-dimensional Control to Differentiated Control • Make better use of social control mechanism 5-18

  19. Organizational Capability for Worldwide Innovation • Making transnational innovations possible: lessons from Ericsson • Interdependence of resources and responsibilities: Maintaining balance through constant adjustment • Inter-unit integrating devices: Operating systems, people-linking processes, joint decision forums • National competence, worldwide perspective: Managers who can think globally and act locally 5-19

  20. New Cross-Unit Interdependencies:New Coordinative Mechanisms Multiple cross-unit flows... …Need multiple coordinative mechanisms 5-20

  21. Linking & Leveraging Resources Decentralized Federation Centralized Hub • Locally Leveraged • Innovation • - Breaking down the “NIH” syndrome • Globally Linked • Innovation • - Building up collaborative • interdependence The Integrated Network Coordinated Federation 5-21

More Related