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