Modifying a corporate culture through the science of behavior from one that avoided change to one that embraces the energy of change helped this company create a vibrant and profitable marketplace presence.
- INDUSTRY:Consumer Electronics
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The North American SVP of Marketing for a Japanese electronics company recognized the volatile dynamics of their products’ market place. Though he identified a new strategy to maintain market leadership, he was frustrated by the difficulty of implementing the change in this staid and conflict-avoidant culture. His struggle was how to change the entire organization’s willingness to adopt a new approach, when his platform was not the CEO role.
First with the North American Marketing Group, and then the North American Leadership Team, leaders were taught to foster the expectation of the bar being raised.
They subsequently lowered resistance to new and different operating systems. Many have remarked on the openness and willingness to change that which characterizes the entire organization today.
Their new product pipeline is abundant and they have regained leadership in their markets amid increasing competitive pressures. They remain a good client.