Making Things Better At Philips

Lueneburger, Christoph (2014). Lessons from Chrysler: how to rev up a purpose-driven corporate culture. Retrieved from

A wise man once said, “The only permanent thing in the world is change,” an adage that rings especially true for organizations in this fast-changing era of technology and communication. Daft very deftly puts the inescapable need for change in three simple words, “Innovate or Perish” in his book “Understanding the Theory & Design of Organizations” [2].

The floppy disk, and VCR made for great advancements In home and work technology in the 70s. The VCR revolutionized home theatre. Microsoft was introduced to the market. M.A.S.H., the Beatles breaking up, and Bigfoot, all, changed the way people act, think, and enjoy tv. The 70s, along with being groovy and funky, had great advancements in

The performance of each company is different from time to time based on their two different international strategies. Philips, for instance, showed poor struggles between national organizations and product divisions since there was no centralized decision –making terminal. In the end, the national organizations held the power because they were in control of the assets. Being in control of assets, the national organizations had more influence on the management team. Also the lack of clarity between the two’s responsibilities did not allow Philips to function effectively as a whole. They did have one thing going for them though. Philips was able adapt to changing markets based on their localization strategy. They

The arrival of Gerald Kleisterlee in 2001 brought organizational changes to Philips that is evident in the marketplace today. The new CEO restructured the company by outsourcing mobile phone production to CEC of China and the production of VCRs to Funai in Japan. This was followed by the outsourcing of TVs, CD players and components with simultaneous movement of remaining in-house production to countries like China, Poland and Mexico, who had lower costs. He also sold off several businesses, including the core semi-conductor business. What evolved was Kleisterlee’s vision for a new Philips – a lifestyle company centered on health and well-being – which organized around healthcare, lighting and consumer lifestyle.

Tidd and Bessant (2009) argued that “Unless an organization is able to move into further innovation, it risks being left behind as others take the lead in changing their offerings, their operational processes or the underlying models that drive their business”.

In the history of Sony, they tend to have many failures in creating a technology or gadgets. They fail to make the consumers accept the thought of their gadget. One example is the Betamax. But on the other hand Sony continuously innovate their products and they also in tend to create new ones. Sony is also the one

Below are some of the legal and ethical issues that the organisation need to consider with regard to the gathering, processing, distribution and the use of information on the internet;

Organizational culture: Assumptions that define the organizational goals and products create a powerful restraint on change, especially technological change.

There is a multitude of reasons as to why an organization may change their culture. Some catalysts to cultural change could be such things as changes in the economy, external events, internal shortcomings, restructuring of leadership, or growth of technological capabilities. Since IBM was founded in 1911, it has undergone a multitude of cultural changes driven by each one of these factors. The 1990’s included a large cultural shift for this organization driven by a new CEO and new technological capabilities.

Technological forces also made a very large change in the mid-90s. With Microsoft’s launch of the first user friendly Windows program, home computer usage began to increase. Also Al Gore helped the world-wide web launch during this time frame. With access to the internet, companies were also able to use electronic data interchange (EDI) to help make purchase orders, schedule delivers and other functions that are available when companies share data. Maytag also at this time is using fuzzy logic in appliances. More technology will continue to be required in appliances as time moves on.

Over the years 1994 – 2003, white goods producers Whirlpool Corporation initiated and implemented changes to their business model to enable them to move from a previously engineering focused organisation to a more customer focused entity. The structure and processes they put in places has since embedded itself in the company’s culture. This report analyses the 2005 Harvard business Review case study ‘Change at Whirlpool Corporation’ using the Hayes and Hyde model of change, Higgin’s 8-S model, Hayes Stakeholder management grid and Kotter’s Model of leadership to examine how senior

Oticon was pioneer hearing instrument manufacturer and continued to operate in its initial strategy until things began to change due to;

            “It’s a Sony!”  Sony is one of today’s leading brand in electronics, from personal to home entertainment audio and video system, communications gadget, broadcasting and other professional electronic devices, personal computer, digital camera, to robots.  Sony Corporation is a Japanese electronics giant, and has now evolved into a multinational company.  This essay brings to light Sony Corporation’s organizational culture and structure.  Also, it is going to analyze the extent in which organizational culture and structure impede or contribute to the effectiveness of the organization.  The following paragraph shows a brief history of the work organization.

Another thing that SAMSUNG has to understand the variety of cultures is their aim of the sustainability (see appendix F). Its sustainability well represents that SAMSUNG is one of the company that really consider the other cultures, societies, people and customs and so on.