Ⅰ. Introduction
It is 16th years after sublicensed local autonomy. For maximizing citizen participation, decentralization, and local tax revenue which are considered as local autonomy, each governments have reformed organization and many powers for autonomy used to be shifted local government.
But in spite ofthese effort ofdecentralization at the government level, If local government fa
the company’s big-picture goal.
Nike Korea implements a decentralized system, granting autonomy to its branches. This system allows for successful globalization. By allowing each branch to price and promote its products according to regional trends and tastes, Nike Korea is successful in adapting to the unique factors of markets from different regions.
Nike Korea also has an intricate c
for Japanese companies to downsize its firm size and restructure. Following summaries indicate more in detail about how CEOs of each companies at different era tried to transform its company.
[Philips]
Philips’s decentralization had started since 1919 when Philips broadened sales organization and product line. The Great Depression forced Philips to build local production facilities and
the costs of value creation.
4. Is Nestle’s management structure and philosophy aligned with its overall strategic posture?
Nestle’s structure
As mentioned above, Nestle’ is a decentralized organization. Responsibility for operating decisions is pushed down to local units, which typically enjoy a high degree of autonomy with regard to decisions involving pricing, distributio
was critical to survive global market. It led Philips established geographic/product matrix; the independent national organizations (NOs) responding each local market and product divisions (PDs) responsible for development, production in Holland. In the relationship between NOs and PDs, NOs had more real power. It means that Philips emphasized on country-oriented views to run global business.