Global Organizational Design Case Study

Global Organisational Design Challenges:
When a regional player acquires an international company, it faces challenges similar to an organisation which is trying become a global organisation from a regional company.
The three primary segments of the global organizational challenge are
a. Complexity and Differentiation: When the organisation enter the international arena, they encounter a greater level of internal and external complexity than anything experienced on the domestic front. Company needs to create a structure to operate in numerous countries.
b. Need for Coordination: All organisations working globally face the challenge of getting all the pieces working together in the right way at the right place
c. Transfer of Knowledge and innovation:
Briefly sociability is a measure of sincere friendliness among members of a community. Solidarity is a measure of a community’s ability to pursue shared objectives quickly and effectively regardless of personal ties.
BenQ as an organization follows mercenary culture as the solidarity quotient is high among Taiwanese and the sociability is on the lower side of the scale. They are more focussed on corporate objectives and are characterized by the ability to respond quickly and cohesively to a perceived opportunity and threat in the market place. It is also characterized by separation between work and social life (people whose work takes priority over private life). In this kind, those who not contribute are explicitly fired. These organizations are more structured but rarely bastions of loyalty.
Siemens as an organization falls under the category of networked organization. In this type of culture Siemens is highly sociable but on lower side of solidarity. It doesn’t give importance to formal structure. They believe that informality can lend flexibility to an organisation and be a healthy way of cutting through the bureaucracy, it also has the ability to collectively and selectively disseminate soft information and the ability to work up for solutions. As they have low solidarity they have trouble getting functions or operating companies to
The external or conscious part of culture is what we can see and is the tip of the iceberg and includes behaviours and some beliefs and the values.

There are major differences between the conscious and unconscious culture. Therefore, when one first enters a new culture, only most obvious behaviours are apparent. One needs to spend more time in that culture to understand the underlying beliefs, values and thought patterns. This model teaches us that we cannot judge a new culture based only on what we see when we enter it.
BenQ and Siemens have different national origins, identities, corporate cultures. Therefore, When BenQ acquired Siemens mobile, as they have different cultures, BenQ has to take time to get to know the new culture, the underlying beliefs, values and thought patterns that dictate that behaviour. Initially only the most overt behaviours are apparent. So, BenQ needs to take time and understand the culture, values, and patterns of Siemens and Germans. But it was in haste and brought about changes rapidly resulting in the closing down its German