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Book

Leading Culture Change in Global Organizations

Aligning culture and strategy

By Robert Hooijberg, Daniel R. Denison, Nancy Lane and Colleen Lief

220 pages

Hardcover

Overview

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Overview

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Filled with case studies from firms such as GT Automotive, GE Healthcare China, Vale, Dominos, Swiss Re Americas Division, and Polar Bank, among others, this book combines twenty years of research and survey results to illustrate a critical set of cultural dynamics that firms need to manage in order to remain competitive.

Each chapter uses a case as a means to illustrate an important aspect of culture change focusing on seven common culture-change dilemmas including creating a strategic alignment, keeping strategy simple, and more.

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Axiom Business Book Awards 2013
Category: International Business/Globalization
Silver medal

Hardcover

eBook

You can also buy the book on Barnes & Nobles, Book Depository, Orell Füssli and Routledge.

Publisher

Jossey-Bass

ISBN

9780470908846

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Case Study

The five types of negotiators: Understanding diverse negotiator styles

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Case Study

Sheng Siong Supermarket in Singapore: A unique values-based advantage?

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Future Readiness Agility Business Transformation Leadership

By Michael D. Watkins

AllSaints: Balancing the heart and head for sustainable results

By Susan Goldsworthy and Nancy Lane
Case reference: IMD-7-2463 ©2024

Summary

While retail company AllSaints had delivered a great performance in 2022 – with revenues of £470 million – it faced multiple challenges. First, keeping stores open was a fundamental strategy for the company to connect to customers and deliver a better employer proposition, but foot traffic had not returned to pre-pandemic levels and stores were not profitable. Second, the customer service department had experienced increased calls due to the digital channel and had requested more staff. However, it experienced a high turnover. Finally, the management team had agreed in mid-2021 to transition the customer service role away from the central team and toward stores but nothing had happened yet, resulting in a heavy customer workload on Black Friday. The case explores how AllSaints CEO Pete Wood examined and worked to resolve these issues.

Reference IMD-7-2463

Organization AllSaints

Industry Consumer Services, Retail

Available Languages English

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Leadership

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The five types of negotiators: Understanding diverse negotiator styles

By Michael D. Watkins
Case reference: IMD-7-2596 ©2024

Summary

This note, designed for use in sessions and programs on negotiation, explores five distinct negotiator types: competitor, collaborator, strategist, innovator and problem solver. Each type has unique characteristics, strengths and weaknesses that come into play in negotiation scenarios. The competitor is assertive and results-focused, excelling in crises but potentially struggling with long-term relationships. The collaborator seeks win-win outcomes and thrives in complex negotiations. The strategist is analytical and methodical, focusing on long-term outcomes. The innovator is adaptable and creative, finding unique solutions in dynamic environments. The problem solver is practical and efficient, focusing on workable solutions. The note provides detailed profiles of each type, including their approach, assumptions, strengths and weaknesses, and it also makes recommendations for improvement. It offers guidance on identifying these types and suggests strategies for effectively negotiating with each one. A comparative analysis explores how the types differ in primary focus, approach to conflict, and risk tolerance. The framework builds upon previous negotiation models while offering a more comprehensive and actionable categorization. It also discusses cultural considerations in negotiation styles and includes a self-assessment tool to help readers identify their own negotiation style.

Reference IMD-7-2596

Available Languages English

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Research Information & Knowledge Hub for additional information on IMD publications

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Negotiation

Coaching

Communication

General Management

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Value Creation

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Sheng Siong Supermarket in Singapore: A unique values-based advantage?

By Marleen Dieleman Yunfei Feng and Yu Jing Gan
Case reference: IMD-7-2589 ©2025

Summary

Founded by Lim Hock Chee in 1985, Sheng Siong has evolved from a humble grocery store into a leading supermarket chain in Singapore, renowned for its cost-effective pricing and commitment to customer satisfaction. Mr Lim’s unique philosophy, which emphasizes self-cultivation, perseverance and positivity, has been instrumental in shaping Sheng Siong’s culture and driving its success. Under his guidance, Sheng Siong has grown to over 74 stores, expanded into China and embraced digital innovation while staying true to its heartland roots. However, with evolving consumer behavior and increasing competition from online platforms, Sheng Siong faces new challenges. Can Mr Lim’s philosophy continue to inspire innovation and guide Sheng Siong toward sustained growth and success in the future?

Reference IMD-7-2589

Organization Sheng Siong Group

Industry Consumer Services, Retail

Available Languages English

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Family Business

Customer Centricity

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SURFing the TSUNAMI: A framework for assessing and adapting in turbulent times

By Michael D. Watkins
Case reference: IMD-7-2629 ©2024

Summary

This technical note introduces two powerful frameworks for navigating complex, rapidly changing business environments: TSUNAMI and SURF. The TSUNAMI framework provides a comprehensive tool for assessing external challenges across seven dimensions: technological disruption, socio-economic shifts, upheaval potential, network vulnerability, accelerating climate impacts, market transformation, and impact intensity. The SURF framework complements this by focusing on developing adaptive organizational capabilities: strategic thinking, unified ecosystem leadership, resilient organization and flexible tenacity. The note offers detailed explanations of each framework, practical assessment tools and guidance on their application. It serves as a standalone resource for leaders and organizations seeking to enhance their ability to thrive in turbulent times. Additionally, it provides the theoretical foundation for the GreenGro case series (A) and (B) (IMD-7-2627 and IMD-7-2628), which illustrates the practical application of these frameworks in a real-world scenario. Whether used independently or in conjunction with the GreenGro cases, this technical note equips readers with valuable tools for systematic analysis of complex business environments and development of adaptive organizational capabilities. It is designed to be relevant across various industries and applicable to different levels of management education, from advanced undergraduates to executive education participants.

Reference IMD-7-2629

Available Languages English

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Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Future Readiness

Agility

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The ‘responsibility paradox’ in era of sharecropper capitalism

By Jerry Davis
in I by IMD

Summary

Many new businesses have emerged in recent years with few employees, no roots in the community, and heavily reliant on Big Tech for survival.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Disruption

Leadership

Technology Management

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GreenGro (B): SURFing the TSUNAMI

By Michael D. Watkins
Case reference: IMD-7-2628 ©2024

Summary

The GreenGro (B) case study is a follow-up to GreenGro (A) and details how the company applied the TSUNAMI and SURF frameworks to address its complex challenges. The case illustrates the practical implementation of these frameworks, introduced in the technical note “Surfing the TSUNAMI: A framework for assessing and adapting in turbulent times” (IMD-7-2629). The case details how GreenGro's leadership team systematically analyzed their external environment using the TSUNAMI framework, identifying key challenges in areas such as technological disruption, socio-economic shifts and climate impacts. It then showcases how the company focused on developing its internal adaptive capabilities using the SURF framework, focusing on strategic thinking, unified ecosystem leadership, resilient organization and flexible tenacity. By presenting GreenGro’s strategic responses and the outcomes of its decisions, this case provides students with a real-world example of how organizations can navigate turbulent business environments. It offers insights into the process of translating framework-based analysis into actionable strategies and the challenges of implementing significant organizational changes.

Reference IMD-7-2628

Organization GreenGro (Fictionalized)

Available Languages English

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Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Future Readiness

Agility

Business Transformation

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