Thomson, Arthur A., Peteraf, Margaret. A., Gamble, John E., and Strickland, A.J. (2014) 19th edition. Crafting and Executing Strategy. Thomson, Arthur A., Peteraf, Margaret. A., Gamble, John E., and Strickland, A.J. (2014) 19th edition. Crafting and Executing Strategy. Thomson, Arthur A., Peteraf, Margaret. A., Gamble, John E., and Strickland, A.J. (2014) 19th edition. Crafting and Executing Strategy
Case of Henkel: Building A Winning Culture. C-345
Q1: Is Henkel’s approach to strategy execution shaped sufficiently by its mission and values? How does the company’s approach to staffing the organization and building organizational capabilities support its strategy?
Q2: Evaluate the key strategy implementation efforts at Henkel. Has management allocated sufficient resources to the strategy execution effort? Exercised strong leadership to propel strategy execution forward?
Q3: How does Henkel link rewards and incentives to strategically-important employee behaviors and the company’s targeted outcomes?
Student’s post: Henkel links rewards and incentives to strategically- important employee behaviors and the company’s targeted outcomes by using their “Employee evaluation and Frame of Orientation” and DRTs. Henkel has a clear system on how they evaluate their employees to determine if they get a promotion, or bonus. This gives employees a guideline on how to perform in order to receive bonus compensation. Henkel’s system is very detailed and helps the company distinguish what employees have advancement potential and top performance ability. As Henkel sets goals for the company, they will give these top employees leadership positions and more responsibility because their high scores from the evaluation grid and DRT discussions. Henkel also uses KPIs which are key performance indicators, to evaluate team and individual performance and determine employee bonuses. The various systems that Henkel has in place for evaluating employees’ performance and compensation will essentially help the companies outcomes because employees will be motivated to work hard and improve on their working skills. By having a structured compensation program employees will more likely stay with the company in hopes of making more money. With these systems it is also easy for management to see who the weaker employees are so they can terminate their position if they will bring the company down.
Q4: What are the key features of Henkel’s organizational culture? Does this company’s culture support good strategy execution? Explain.
Q5: Is the current strategy for Henkel producing good strategic and financial results? What are some key indicators of performance?
Q6: What business strategy recommendations would you make to Kaspar Rorsted, Henkel’s CEO? Should the company redouble its efforts to broaden its leadership and cultural diversity?
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Thomson, Arthur A., Peteraf, Margaret. A., Gamble, John E., and Strickland, A.J. (2014) 19th edition. Crafting and Executing Strategy
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