INTERNALIZING A ACROSS CULTURES

THE CASE OF IKEA

BRAND

Leadership in IKEA

Part.1 Global strategy of IKEA

Part.2Case of Lenovo

Part.3 Leadership by Example

Part.4

ONELeaders

hip in

IKEA

Part.1

Emphasis on identification with the brand

Mutual understanding and patterning

A culturally sensitive approach to brand internalization Inward sense making---- conceptualizing& comprehending

Sense making

Part.1

togetherness and

enthusiasm;

cost consciousness;

leadership by example;

Core values

Vision

IKEA Way

Part.1

Nearly half of 17,000Diversity

Female

Sex Percentile at IKEA management level

FemaleMale

Part.1

perceived only few IKEA values and felt a great degree of isolation.

work alone and only dreamt of the team of his own.

“always give a positive example to others, be always optimistic and smile at people”.

being the guide of “IKEA culture and creating its image”.

The team leader@ Moscow IKEA store

She perceived almost all of IKEA value. The family spirit. Eager to interact. A strong team spirit.

★ More attention to the interaction with the group ★Emotional influence on the group member.

The PR and environmental manager @ St Petersburg

TWO

Global strategy of IKEA

Part.2

Conceptualizing

Comprehending

Activating Ⅰ

Activating Ⅱ

Small group of Senior

managers at IIS (30 years)

Corporate managers at

headquarter (13.5 years)

International managers

in charge of expansion

(10 —30 years)

Local employees

Part.2

Comprehending

Activating Ⅱ

Value-based recruitment

Corporate documents

Survey and reflection

to find right people

to formalize relationship with

employees, customers and suppliers

to encourage feedback from

employees, customers and suppliers

Bringing in experienced people

Conduct business in new market without needing much data

Flexible respondent

To enforce brand values as well as find healthy mix between core brand value and cultural value

Value-based recruitment

to eradicate cultural misfit e.g. Russia 3%

Some of IKEA’s Global Strategies

Part.2

“Curious, open ambitious people”“individuals who add to IKEA’s identity”“Well-educated, eager to learn people”

“Great people”“collectivistic by nature”“people who are rewarding to work with ”

VS

THREE

Case of L

enovo

Part.3

Global working shifts

Achieve localization

Strong successors team

Culture integration based on mutual trust

Measure worth

Accumulate varied experiences

Improve professional competence

Bring successful experiences

Form a local team

Promote the local

Search potential successors

Select and train them

Succeed the manager at once

Understanding of the company culture

3-word principle "Honesty, respect, compromise”

Effective communications among levels

Case of Lenovo

Part.3

Working Hours.

Flexible V.S. Fixed

Differences in Working rhythm

Undesirable extra hours .

say “NO” VS compromise to show diligence

Holiday and Leaves PoliciesChinese Public Holidays, Company Holidays, with paid Annual Leave and Marriage Leave

Other leaves Sick leave, Compassionate Leave and Maternity Leave for female

FOUR

Leadership by example in China

Part.4

Sun Yafang

Chairman of

Former Vice President of Former President of GOOGLE ChinaChairman & CEO of Innovation Work

KAI-FU LEE

LI Ka-shing

Founder & Chairman of

Cheung Kong (Holdings)Richest man in Asia for many years

Chairman of the board & CEO of

Zhang Ruimin

Part.4

Brief bios

Tale of smashing the refrigerators

Personal Achievement

The hard pioneering work in Haier

1997: "Entrepreneur of the Year," Asia Weekly

1999: "Global 30 Most Respected

Entrepreneurs , Financial Times

2002: "Businessman of the Year in China," CCTV 

2002: "Global Business Leader and

an Outstanding Donor," United Way International

2004: "Asia’s 25 Most Influential Business Figures," 

Fortune Magazine

2005: "World’s 50 Most Respected Business Leaders," 

Financial Times 

2009: "China's Most Powerful People," BusinessWeek

2011: " Inspired Leadership Award"

Zhang Ruimin

Part.2

Part.3

Part.1

You Lingxiao0121133028

Part.4* Speaker: Name

Group Members & Division of Work

THANKSPPTer: Chen Yifei