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분야
doc1 Table of Contents
2 Overview of Project
2.1 Purpose of Project
2.2 Method for Conducting Case Analysis
3 Discussion of Mckinsey 7-S
3.1 Shared Values
3.2 Strategy
3.3 Structure
3.4 Systems
3.5 Staffing
3.6 Style
3.7 Skills
4 Verifies Key-Problem-Statements
4.1 Overall problem we see
4.2 Cacophony of styles – poor handling of the existing style and the new style
4.3 Incongruity among staffing, style, and compensation system
5 Recommendations
5.1 Include more people in decision making process
5.2 Enhance extrinsic motivation factors
5.3 Take advantage of the existing staffs
5.4 Prepare to fully take advantage of and successfully handle upcoming diversity
5.5 Adapting our proposals to its project off the ground – strengthened strategy
6 Appendices
6.1 Analysis Summary Table
6.2 Interview with a Hanwha Executive member
7 Sources
3.1 Shared Value
Hanwha shares a sense of trust and loyalty; its group vision is to “become a top-tier enterprise that enriches life and promotes advancement of customers, society and humanity as a whole.” The “Hanwha spirit” of trust and loyalty is the basis to this pursuit. This is emphasized in their recently declared corporate identity of “TRI,” which stands for trust, respect and innovation. In conveying such philosophy among workers, the company works on developing well-organized education, on-line education and voluntary service opportunities with people of various positions from the company.
3.2 Strategy
In 2009, Hanwha declared its “Great Challenge 2011” project: it is its strategic plan for years 2009, 2010 and 2011 which aims to establish a strategy of “select and concentrate” to expand its global market and consolidate operation divisions among interior and exterior crisis. In 2009, it worked on improving its business and profit structure. In 2010, based on the improvements made in 2009, it strives to push ahead its road map to restructure its business for the new motive power for sustainable growth business, secure financial and manpower HR and aggressively participate in the global market. This year is crucial for the success of its plan and requires the company to open up a new global market and expand its business territory. To support and achieve such goals, Hanwha Trade plans to expand existing cash cow, importing and exporting, and launch new business of resource developing project: it works on joint venture on overseas resource developing projects in oilfield, gas and mineral sources. Currently, it is participating in 8 projects, including regions of Yemen, Qatar, and Mexico. Not all projects are in the form of joint venture; in California, US, Hanwha Trade works by itself in developing, producing and selling crude oil. Also, it diversified its energy
3.1 Shared Value
Hanwha shares a sense of trust and loyalty; its group vision is to “become a top-tier enterprise that enriches life and promotes advancement of customers, society and humanity as a whole.” The “Hanwha spirit” of trust and loyalty is the basis to this pursuit. This is emphasized in their recently declared corporate identity of “TRI,” which stands for trust, respect and innovation. In conveying such philosophy among workers, the company works on developing well-organized education, on-line education and voluntary service opportunities with people of various positions from the company.
3.2 Strategy
In 2009, Hanwha declared its “Great Challenge 2011” project: it is its strategic plan for years 2009, 2010 and 2011 which aims to establish a strategy of “select and concentrate” to expand its global market and consolidate operation divisions among interior and exterior crisis. In 2009, it worked on improving its business and profit structure. In 2010, based on the improvements made in 2009, it strives to push ahead its road map to restructure its business for the new motive power for sustainable growth business, secure financial and manpower HR and aggressively participate in the global market. This year is crucial for the success of its plan and requires the company to open up a new global market and expand its business territory. To support and achieve such goals, Hanwha Trade plans to expand existing cash cow, importing and exporting, and launch new business of resource developing project: it works on joint venture on overseas resource developing projects in oilfield, gas and mineral sources. Currently, it is participating in 8 projects, including regions of Yemen, Qatar, and Mexico. Not all projects are in the form of joint venture; in California, US, Hanwha Trade works by itself in developing, producing and selling crude oil. Also, it diversified its energy
