Tarun Khanna

Jaeyong Song

Kyungmook Lee

À medida que os gigantes emergentes de hoje enfrentam o desafio de ir além de seus mercados domésticos, eles têm muito a aprender com a experiência inovadora do Grupo Samsung da Coréia do Sul, sem dúvida o globalizador mais bem-sucedido da geração 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

Reimpressão: R1107N Vinte anos atrás, poucas pessoas teriam previsto que a Samsung poderia se tornar líder mundial em P&amp;D, marketing e design. Menos ainda teriam previsto o sucesso, dado o caminho seguido: enxertar as práticas comerciais ocidentais em seu modelo essencialmente japonês. Como os gigantes emergentes de hoje, a Samsung enfrentou um paradoxo: o sistema de negócios fortemente integrado que funcionava em seu mercado doméstico não poderia garantir seu futuro nos mercados globais. Então, em uma organização focada na melhoria contínua de processos, a Samsung introduziu o foco na inovação. Em uma força de trabalho homogênea, ela introduziu pessoas de fora que não sabiam falar o idioma e não estavam familiarizadas com a cultura da empresa. Em uma tradição confucionista de reverência pelos idosos, introduziu o pagamento e a promoção por mérito, colocando alguns jovens em posições de autoridade sobre os mais velhos. O presidente Lee Kun-Hee reconheceu desde o início os desafios de abrir a cultura da Samsung para novas ideias. Ele mudou apenas o que precisava ser mudado, garantiu que as pessoas entendessem as novas práticas e nunca se comprometeu com o esforço.

O globo: o paradoxo da ascens&atilde;o da 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.

O globo: o paradoxo da ascensão da Samsung

Resumo.

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