Living Strategy: Putting People at the Heart of Corporate Purpose

Step One: Building a guiding coalition

When Motorola invested heavily in building managerial skills and competencies in Chinese nationals; when Glaxo Wellcome refocused the reward policies to reinforce cross-functional and team-working; and when Hewlett-Packard worked to create a high commitment workforce, in each case they went against the norms of the time. Other Western multi-nationals in China relied on bringing in expatriates from their home markets; other pharmaceutical companies invested in building stand-alone research teams; and other computer manufacturers brought people in on short-term contracts and 'let go' of them when their skills ...