Includes bibliographical references (pages 287-288) and index.

Machine generated contents note: Introduction -- What is "culture"? -- The water that we couldn't see when analyzing culture -- The long-term view: corporate lifecycles and corporate culture -- The innovation phase -- The geographic expansion -- Product-line expansion -- Efficiency and scale focus -- Consolidation -- Interruptions of the lifecycle -- when the crisis hit -- "Global" companies -- Summary -- A brief chapter overview -- pt. I Developing the Cultural Dynamic Model� -- 1.Corporate Culture, Strategy and Business Results -- What is corporate culture? -- The three levels of culture -- How leaders embed their values, beliefs and assumptions early on -- Reinforced by the daily work practices in the mature organization -- The six dimensions of corporate culture -- Corporate culture and strategy: the cultural dynamic model� -- Results come from work that gets done: "the work practices" -- Work practices influenced by... -- The water people don't see: the national influencers -- The three levels of culture -- The time lag of culture and cultural agility as a competitive advantage -- Chapter summary -- 2.The Lewis Model -- Setting the Scene -- Linear-active cultures -- Multi-active cultures -- Reactive cultures -- Getting things done -- 3.Nation-State Traits and how they affect Corporate Cultures in Seven Countries -- The United States -- Key nation-state traits -- Historical background -- Expression of nation-state traits within corporate culture -- Potential advantages/disadvantages of US nation-state traits -- Summary -- Sweden -- Key nation-state traits -- Historical background -- Expression of nation-state traits within corporate culture -- Potential advantages/disadvantages of Swedish national traits -- Summary -- France -- Key nation-state traits -- Historical background -- Expression of nation-state traits within corporate culture -- Potential advantages/disadvantages of French national traits -- Summary -- Japan -- Key nation-state traits -- Historical background -- Expression of nation-state traits within corporate culture -- Potential advantages/disadvantages of Japanese national traits -- Summary -- Italy -- Key nation-state traits -- Historical background -- Expression of nation-state traits within corporate culture -- Potential advantages/disadvantages of Italian national traits -- Summary -- Germany -- Key nation-state traits -- Historical background -- Expression of nation-state traits within corporate culture -- Potential advantages/disadvantages of German national traits -- Summary -- Great Britain -- Key nation-state traits -- Historical background -- Expression of nation-state traits within corporate culture -- Potential advantages/disadvantages of British national traits -- Summary -- 4.The Cultural Dynamic Model� and the Austin Motors Case -- Introduction -- The static cultural dynamic model� -- bringing it all together -- The embedded values and beliefs from the business realities and the national culture -- Work practices -- Organizational structure and hierarchy (formal and informal) -- Decision-making processes -- Organizational skills and capabilities -- Workflow processes -- The performance management, reward and compensation systems -- Work practice across borders -- Decoding observed behaviours and vision statements -- Mission and vision statements -- Identifying the values, assumptions and beliefs underpinning the "cultural universe" -- A cultural dynamic and the full cultural dynamic model� -- Case study: Austin Motors -- A brief 70-year history of Austin Motors -- The work practices -- Artefacts, rituals and communicated values -- Observed behaviour at Austin -- The results -- One enabling cultural dynamic -- "the bias-for-action" -- The potentially derailing short-term wing-it cultural dynamic -- Conclusion -- Chapter closing -- pt. II Cases: The Lifecycle of a Company from Innovation to Consolidation -- 5.The Embryonic Period -- Values embedded during the early years: Apple, Microsof and Dell -- Apple -- Microsoft -- Dell -- Traits that enable success over the business cycles -- The embryonic period -- Case study: Nokia -- The Finnish culture -- The embryonic period of the new Nokia 1.0 -- The work practices at Nokia 1.0 -- Nokia 2.0 -- Nokia 3.0 -- Case study: KONE -- agility and humility -- Case study: Walmart -- an American business tackling foreign markets -- Walmart in China -- Walmart in South Korea -- Walmart cultural adjustments -- Chapter close -- preview the growth period -- 6.The Growth Period -- The product line expansion stage -- Description of this phase -- National traits that tend to enable or derail during the innovation phase -- The scale and efficiency phase -- National traits that tend to enable or derail during the scale and efficiency phase -- Case study: Sony versus Samsung Electronics -- Sony -- Samsung Electronics -- Conclusion on Sony versus Samsung Electronics -- Chapter close -- 7.The Maturity Period -- The consolidation phase -- Description of the consolidation phase -- National traits that tend to enable or derail during the maturity period -- Case study: Toyota -- The founder and Toyota's embedded corporate values -- The Toyota Way and work practices at Toyota -- The Toyota Way as a source of sustainable differentiation -- Toyota in America -- The crisis and conclusion -- Case study: FLSmidth -- The Danish national culture -- A brief history and the values the founder embedded -- The next 70 years -- disaster strikes -- and a new strategy is outlined -- A new footprint challenges the culture and the work practices -- The "small country" dilemma facing FLSmidth as it moves from 1.0 to 2.0 -- The three cultural strategies options facing FLSmidth -- Epilogue on FLSmidth -- Case study: P&G -- A brief history of P&G -- A few central embedded values -- Key lessons from the eight cases -- pt. III The Model in Action (Lessons for Boards, Managers and Investors) -- 8.Whither the West -- Whither the West -- Appearance and reality -- Golden rules for dealing with reactive cultures -- 1.Speech is to promote harmony -- 2.Good listening is important -- 3.Never interrupt -- 4.Never confront -- 5.Never disagree openly -- 6.Never cause anyone to lose face -- 7.Suggestions, especially criticism, must be indirect -- 8.Be ambiguous, so as to leave options open -- 9.Prioritize diplomacy over truth -- 10.Follow the rules but interpret them flexibly -- 11.Utilize networks -- 12.Don't rush or pressure Asians. Do things at appropriate times -- 13.Observe fixed power distances and hierarchy -- 14.Work hard at building trust -- Golden rules for dealing with multi-active cultures -- 1.Speech is for opinions -- 2.Let them talk at length and then reply fully -- 3.Be prepared to discuss several things at once -- 4.Be prepared for several people talking at once -- 5.Display feelings and emotion -- 6.Interrupt when you like -- 7.Truth is flexible and situational -- 8.Be diplomatic rather than direct -- 9.Socialize enthusiastically, be gregarious -- 10.Think aloud -- 11.Complete human transactions -- 12.Seek and give favours with key people -- 13.Overt body language and tactility are acceptable -- 14.Reputation is as important as profit -- 15.Accept unpunctuality -- 16.Remain relationship oriented -- 9.The Crisis -- Strategy v.

Competition: being "outplayed" -- The Prussian Army and Field Marshall Von Moltke -- The effect of national traits -- Problems in execution -- Examples -- Sony and GM -- The effect of national traits on poor execution -- Disruption -- Technology disruption -- The effect of national traits on technology disruption -- Process disruption -- The effect of national traits on process disruption -- Success -- the success crisis -- Success makes blind -- the success trap -- Success has no memory -- The share price trap -- The burning platform -- Time -- if you don't move forwards you move backwards -- Change of leadership -- Navigating a transformation point -- Differing cultural performances in times of crisis -- Poor strategy facing competition -- Poor execution -- Disruption -- Success -- Time -- Change of leadership -- Navigating transformation -- Meeting crises -- Chapter closing -- 10.Enhancing Corporate Performance in a Multicultural World -- Seeing the water that surrounds you -- The national lifecycle fingerprint -- Examples of 17 national traits that both enable and derail -- Two recommendations to investors -- 1.Watch out for the tell-tale signs of a derailing cultural dynamic and promote diversity in the board -- 2.Analyze the cultural implications carefully when merging two organizations -- Two recommendations to boards -- 1.Conduct a full strategy and cultural dynamics audit at least every five years -- 2.Promote diversity at the board and in the executive team -- Four recommendations to management -- 1.Carefully balance diversity with day-to-day performance and make the organization culturally aware -- 2.Establish a recurrent methodology for making culture discussion more data driven and establish a cross-functional task force to systematically monitor culture -- 3.Ensure there is a clear strategy for embedding key elements of the corporate culture globally -- 4.Align the talent and leadership agenda with the cultural imperatives -- Implications for countries -- Chapter and book conclusion.