| The fundament of any corporate culture | | | | (by Boeing) the other strategic focus is |
| is based on productivity. So it is the | | | | set on Size (by Airbus).Airbus was the |
| main productivity focus of a company | | | | first company that took the risk of |
| that influences much of the corporate | | | | redefining its strategy. The feedback |
| culture.To see this relation, just | | | | loop -- the time to develop and |
| imagine an investment company. A company | | | | construct a new model is quite large. |
| that is dedicated to investments either | | | | The initiative from Airbus to develop |
| in mutual funds, venture capital or | | | | the new A380 model was (therefore) quite |
| managing third party investments. The | | | | a challenge. It was a brave strategic |
| company's main productivity focus is in | | | | move that required a even more serious |
| dealing with risk -- exchanging risk | | | | implementation. And this implementation |
| between different partners. And this | | | | is where we -- especially the Arab |
| main focus will influence the culture of | | | | Emirates --are still waiting for. And at |
| the organization. "Take risk, but in a | | | | the moment it becomes clear that the |
| calculated way," could be a | | | | implementation of the strategy is |
| organizational rule.Now think of the | | | | causing problems.This is however not |
| same company and the decision of the | | | | unique for Airbus. Any company that is |
| company to handle insurance products. | | | | remodeling its business strategy will |
| The main business of insurance is also | | | | face implementation problems. In the |
| to do with risk, but in a different way | | | | case of Airbus these are very visible |
| -- focused on avoiding risk.What would | | | | for the world, not in the last place for |
| be the impact of this decision on the | | | | the long feedback loop.What is unique to |
| culture of this organization? And why is | | | | the Airbus case is the possible impact |
| this important?Two Airplane | | | | on the corporate culture. When the new |
| manufacturers will -- by sharing the | | | | A380 airplane will be finished and |
| same kind of business productivity -- | | | | launched it will certainly be an |
| exhibit similar cultures. Engineering is | | | | enormous event. Yet at a cost of |
| an important factor, and the | | | | arriving too late. And (Just In) timing |
| professional airplane environment is | | | | is key in the airplane industry. The |
| another factor that both will share. | | | | strategic focus on size is in this case |
| There will also be differences, for | | | | a bit unfortunate. The cultural impact |
| example when one company is European and | | | | on the organization in developing the |
| the other American. One is Airbus, the | | | | A380 is therefore significant. But |
| other is Boeing.Think of these companies | | | | irreversible.© 2006 Hans BoolHans Bool |
| at one moment in time, having both this | | | | is the founder of Astor White a |
| similar business culture. Than take the | | | | traditional management consulting |
| impact of both company's strategic focus | | | | company that offers online management |
| on the culture of each organization. The | | | | tools. Have a look at some of our free |
| first strategic focus is set on speed | | | | management tools. |