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Corporate Culture

Corporate Culture. Witte-Nejdek – Strattec Pavla Svecová Tom Kulasiewicz Arturo Hernández. Sample Companies. Witte-Nejdek (Czech Republic) and Strattec (U.S.) Manufacturers of lock systems, handles and latches for the global automotive industry

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Corporate Culture

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  1. Corporate Culture Witte-Nejdek – Strattec Pavla Svecová Tom Kulasiewicz Arturo Hernández

  2. Sample Companies • Witte-Nejdek (Czech Republic) and Strattec (U.S.) • Manufacturers of lock systems, handles and latches for the global automotive industry • Both have a global strategic venture as part of the VAST (Vehicle Access System Technology) Alliance (along w/ ADAC)

  3. Joint Product Portfolio

  4. Project Scope • Initially started as a Corporate Culture study only • …but since we wanted to work on a project that had significant value to our two sample companies, we asked them what would they like to see and they agreed on an operational comparison as well.

  5. Comparison sites • Strattec • 1 Manufacturing site in Milwaukee, WI, U.S. • 2 Manufacturing sites in Cd. Juarez, México • Witte • 1 Manufacturing site in Nejdek, Czech Republic

  6. Operational Comparison • A questionnaire of various operational measurements was proposed by Witte-Nejdek • Filled by Witte-Nejdek and Strattec (Milwaukee and Mexico locations) • Results were shared with both companies

  7. Operational Comparison Insights

  8. Operational Comparison Insights

  9. Corporate Culture Analysis • Culture impacts nearly every aspect of human behavior • National cultures have an effect on the culture of each corporation • A working knowledge of culture and its influences can be useful to executives operating in a multi-cultural business environment • Our study is based on the GLOBE (Global Leadership and Organizational Behavior Effectiveness) study

  10. GLOBE Project • Divided the world into ‘culture clusters’ such as: Germanic Europe, Anglo American, Latin American, Middle East, Central Europe, etc. • Measured each cluster through 8 cultural dimensions:

  11. Data Collection • Surveys were prepared to determine the level in which each company ranked for each ‘culture dimension’ • Each company would rate itself and then the other • Results were compared

  12. Witte-Nejdek on Witte-Nejdek Strattec on Witte-Nejdek GLOBE results Assessment on Witte-Nejdek

  13. Witte-Nejdek on Strattec Strattec on Strattec GLOBE results Assessment on Strattec Witte-Nejdek declined to fill the survey for Strattec to avoid judging their partner – which is consistent with the GLOBE’s finding of a lower assertiveness culture for Central Europe countries

  14. Conclusions Corporate Culture • Findings confirm the GLOBE’s conclusions • Companies have different perspectives of each other – or don’t want to know each other • They have to make an intentional effort to provide and receive feedback • Cultural differences are not right or wrong – they just need to be aware of them so their alliance can work Operational Comparison • Significantly younger workforce in the CR and Mexico • Witte’s CR facility’s benchmark is Strattec’s Mexico Operations • Labor intensive operations have been moved to low cost countries • Mexico and the CR may potentially have more direct labor force flexibility because no union is involved • The way to motivate the employees is significantly different between the 3 locations • The CR has moved to a reduced labor week duration, which has gotten other countries in trouble because of lack of competitiveness (i.e. Germany)

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