Tarun Khanna

Jaeyong Song

Kyungmook Lee

A medida que los gigantes emergentes actuales se enfrentan al desafío de ir más allá de sus mercados nacionales, tienen mucho que aprender de la innovadora experiencia del Grupo Samsung de Corea del Sur, posiblemente el globalizador más exitoso de la generación anterior.

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Reprint: R1107N
Twenty years ago, few people would have predicted that Samsung could become a world leader in R&#038;D, marketing, and design. Fewer still would have predicted success given the path it has taken: grafting Western business practices onto its essentially Japanese model.
Like today&#8217;s emerging giants, Samsung faced a paradox: The tightly integrated business system that worked in its home market could not secure its future in global markets. So into an organization focused on continuous process improvement, Samsung introduced a focus on innovation. Into a homogeneous workforce, it introduced outsiders who could not speak the language and were unfamiliar with the company&#8217;s culture. Into a Confucian tradition of reverence for elders, it introduced merit pay and promotion, putting some young people in positions of authority over their elders.
Chairman Lee Kun-Hee recognized at the outset the challenges of opening up Samsung&#8217;s culture to new ideas. He changed only what needed to be changed, ensured that people understood the new practices, and never flagged in his commitment to the effort.

The Globe: The Paradox of Samsung’s Rise

Reimpresión: R1107N Hace veinte años, pocos habrían pronosticado que Samsung podría convertirse en líder mundial en I+D, marketing y diseño. Aún menos habrían pronosticado el éxito dado el camino que ha tomado: injertar las prácticas empresariales occidentales en su modelo esencialmente japonés. Al igual que los gigantes emergentes actuales, Samsung se enfrentó a una paradoja: el sistema empresarial estrechamente integrado que funcionaba en su mercado nacional no podía garantizar su futuro en los mercados mundiales. Así que en una organización centrada en la mejora continua de los procesos, Samsung introdujo el enfoque en la innovación. En una fuerza laboral homogénea, introdujo a personas ajenas que no podían hablar el idioma y no estaban familiarizados con la cultura de la empresa. En una tradición confuciana de reverencia por los mayores, introdujo el pago por méritos y los ascensos, poniendo a algunos jóvenes en puestos de autoridad sobre sus mayores. El presidente Lee Kun-Hee reconoció desde el principio los desafíos de abrir la cultura de Samsung a nuevas ideas. Cambió solo lo que había que cambiar, se aseguró de que la gente entendiera las nuevas prácticas y nunca se comprometió con el esfuerzo.

El mundo: La paradoja del ascenso de Samsung

Reprint: R1107N Twenty years ago, few people would have predicted that Samsung could become a world leader in R&D, marketing, and design. Fewer still would have predicted success given the path it has taken: grafting Western business practices onto its essentially Japanese model. Like today’s emerging giants, Samsung faced a paradox: The tightly integrated business system that worked in its home market could not secure its future in global markets. So into an organization focused on continuous process improvement, Samsung introduced a focus on innovation. Into a homogeneous workforce, it introduced outsiders who could not speak the language and were unfamiliar with the company’s culture. Into a Confucian tradition of reverence for elders, it introduced merit pay and promotion, putting some young people in positions of authority over their elders. Chairman Lee Kun-Hee recognized at the outset the challenges of opening up Samsung’s culture to new ideas. He changed only what needed to be changed, ensured that people understood the new practices, and never flagged in his commitment to the effort.

El mundo: La paradoja del ascenso de Samsung

Resumen.

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