Oaimler-Benz AG and Chrysler Corp. merged in 1993 to form DaimlerChrysler. Executives Irani both companies thought a host of synergies would enable DairnlerChrysler lo sniluy build a global automotive empire. Fundamental differences in the way the two corporations did business, However, contributed to early departures by executives, a stuck price slide management restructuring, and even considerable fosses by the American manufacturer The Two companies bad contrasting management styles, Daimler preferring to operate a classic bureaucracy and Chrysler trafftknially giving decision-making ability fo managers lower in the p ranks.35


Successful companies may need to adopt a new vjew of how to craft their strategies. The [radition.nl view is that senior management hammers out the strategy and hands it down. Gary Haniel offers the contrasting view thai imaginative Ideas on strategy exist in many places within a compaity.'ifi Senior management should identify and encourage fresh ideas front three groups who tend to be under represented In strategy making: employees with youthful perspectives; employees who are far removed from company headquarters: and employees who ¿ire new to the Industry. Each group is capable of challenging company orthodoKy and stimulating new ideas.

Salehoo Secrets and Tips

Salehoo Secrets and Tips

As with any web site, SaleHoo has a number of features that will help you in buying products from around the world. Once you have an account on SaleHoo, which only costs a one-time fee, you can establish up to twenty named searches for products. After that, any time those items become available, you’ll be alerted.

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