Part.1 Leadership in IKEA Part.2 Global strategy of IKEA Part.3 Case of Lenovo Part.4 Leadership in China by Example

1. INTERNALIZING A
ACROSS CULTURES
THE CASE OF IKEA
BRAND

2. Leadership in IKEA
Part.1
Global strategy of IKEA
Part.2
Case of Lenovo
Part.3
Leadership by Example
Part.4

4. 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

5. Part.1
togetherness and enthusiasm;
cost consciousness;
leadership by example;
Core values
Vision
IKEA
Way

6. Part.1
Nearly half of 17,000
Diversity
Female
Sex Percentile at IKEA management level
Female
Male

7. 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

9. 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

10. 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

11. 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

13. 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

14. 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 Policies
Chinese Public Holidays, Company
Holidays, with paid Annual Leave
and Marriage Leave
Other leaves
Sick leave, Compassionate Leave
and Maternity Leave for female

16. Part.4
Sun Yafang
Chairman of
Former Vice President of
Former President of GOOGLE China
Chairman & 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

17. 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

18. Part.2
Part.3
Part.1
You Lingxiao
0121133028
Part.4 * Speaker: Name
Group Members & Division of Work

19. THANKS
PPTer: Chen Yifei