Read & Lead

[1] 그 기업이 지속적으로 "시계 만들기" 관점을 가지고 있다는 증거 한 가지를 들어 주십시오. 

P&G is a training company. It has been conducting on-the-job, formal classroom, and web based training for a long time based on the belief that its success is derived from its people. It has been paying much attention to attracting and recruiting the finest people in the world. P&G provides the various learning program like personal leadership, people and communication, project management and e-learning programs. P&G’s extensive supports for training its people means that it can encourage individuals to develop their competency through high-quality education. P&G’s pursuing the learning organization surely seems to focus on long-term success, not short-term profit. P&G has been clearly concentrated on building a “learning” organization rather than on acquiring the individual personality traits of visionary leadership. That is the outstanding example of clock building.

As the principle put it, organization is the ultimate invention of the clock-building leadership.

[2] 그 기업이 지속적으로 핵심 가치와 핵심목표에 부합하고 있다는 증거 한 가지를 들어 주십시오.

P&G’s core purpose is “provide branded products and services of superior quality and value that improve the lives of world’s consumers. And its core values are “leadership, ownership, integrity, passion for winning, trust”  P&G invests $4 billion each year in research and development (R&D) to achieve its core purpose. This has led to a talent made up of 7500 Ph.D.s and researchers in 71 countries. It also holds more than 24,000 active patents worldwide. P&G was a 1995 recipient of the National Medal of Technology, the highest award the U.S. government gives for achievement in technology.   The award recognized the company for creating, developing, and applying advanced technologies to consumer products that have helped improve the quality of life for billions of consumers worldwide. P&G remains one of only a few companies to have received this recognition. This means P&G continues to live by its core purpose because P&G has been making the most efforts to provide the product of the world-best quality based on the continuous product innovation. And this also means that P&G lives by its core values, passion for winning (compelling desire to improve and to win in the marketplace).

Yes, P&G has a clearly defined core ideology and do every effort to stick to it.

[3] 그 기업이 이익 보다 자신의 핵심 이념을 더 우선하고 있다는 증거 한 가지를 들어 주십시오.

In China, P&G partnered with the Beijing Health Bureau Labor Union. P&G donated 10,000 product packs to families of the front line health care workers, who were helping prevent the spread of SARS. The event touched the hearts of P&G employees, who volunteered to help prepare the product packs. Many P&G people worked through weekends and nights so that the product packs could reach the families before the local holiday, when the separation from the family member would be felt the most. This shows that P&G adheres to its core purpose to improve the lives of the world’s consumers by providing its products to people in need without profit, as well as sales of its product, not being oppressed by the “Tyranny of the OR”. The core ideology of P&G surely represents more than just a bunch of nice-sounding platitude. P&G shows the faithful adherence to its core ideology and That is the good example of “More than Profit”.

Yes, this anecdote shows clearly how P&G adhere to its core ideology.

[4] 그 기업이 핵심을 보존하며 발전을 촉진하기 위해 활용하는 메커니즘은 무엇입니까? 두 가지 들어 주십시오.

   4-1.   Preserve the Core

P&G has long-standing practices of carefully screening potential new hires, hiring young people for entry-level jobs, rigorously molding them into P&G ways of thought and behavior, spitting out the misfits, and making middle and top slots available only to loyal P&Gers who grew up inside the company. Indoctrination processes are both formal and informal. P&G inducts new employee into the company with training and orientation sessions and expects them to read its official biography “Eyes on Tomorrow”, which describes the company as “an integral part of the nation’s history” with “A spiritual inheritance” and “unchanging character”. New hires immediately find nearly all of their time occupied by working or socializing with other members of “the family”. P&G has a long historical track record of paternalistic and progressive employee pay and benefit programs, which bind its people closely to the company. (profit-sharing plan for workers, employee stock ownership plan, sickness-disability-retirement-life-insurance plan) P&G has used these programs not only as a means of rewarding employees, but also as mechanisms to influence behavior, gain commitment, and ensuring tightness of fit. That means P&G translates its core ideologies into tangible mechanisms aligned to send a consistent set of reinforcing signals. And it also indoctrinates people and impose tight of fit, and create a sense of belonging to something special. That is the exact example of “Cult-like Culture”, one mechanism among “Preserve the Core” principles.

You’ve proved the existence of indoctrination process and tight of fit mechanism, showing that you understand cult-like culture which is pivotal in preserving the core.

   4-2.   Stimulate Progress

P&G has the competing brand management structure that P&G brands compete directly with other P&G brands, almost if they were from different countries. P&G already had the best people, the best products, the best marketing muscle. So why not pit the best of P&G against the best of P&G? If the marketplace doesn’t provide enough competition, why not create a system of internal competition that makes it virtually impossible for any brand to rest on its laurels? That means P&G create internal competition in order to keep itself vibrant. P&G has a definite discomfort mechanism in place to combat the disease of complacency that inevitably begins to infect all successful organizations. This is the good example of “Good enough never is”, one mechanism among “Stimulate Progress”.

Yes, brand manager system is a perfect example of GENI translated in the form of “clock”.

Instructor feedback: Yours was a perfect one.

Assessment: E

Core ideology is an organization’s self-identity that defines its enduring character.  It remains consistent through time and transcends product/market life cycles, technological break-throughs, management fads, and individual leaders. It is composed of core purposes and core values. AES definitely has its own core ideology. Roger Sant and Dennis Bakke, founders of AES, discovered its authentic core ideology, that could be passionately-held on a gut level for a long time, based on their moral conviction. AES’s core purpose is “supplying electricity to customers worldwide in a socially responsible way”. It can be considered as well-defined one because it clearly provides deeper reasons for the organization’s existence beyond just making money. AES’s strong sense of responsibility that explicitly described in its core purpose made it possible for AES to grow into one of visionary companies beyond typical profit-pursuing companies. AES’s core values are integrity, fairness, social responsibility, and fun. They can be regarded as a good model of core values because they succeed in defining the enduring character of the organization independent of the current environment, competitive requirements, or management fads. Also AES’s core values deserve to become the organization’s essential and enduring tenets and have functioned as intrinsic guiding principles for people inside the organization. That means all the elements of the company have worked together in concert within the context of the company’s core ideology, in terms of alignment.

One of those examples showing AES’s aligning itself with the core ideology can be seen in the company’s adding “shared value” as one of four measures used to assess the company’s performance and progress.

You’ve successfully defined the concepts, offered good examples, and explained why they are proper for examples of the concepts. As you put it AES has its own well defined set of values and purpose and good examples proving they are adhere to their core ideology.

[2] ‘핵심이념’(Core Ideology)의 두 가지 예를 들고, 그 것이 왜 핵심이념 원칙에 해당하는지 설명하십시오.

Yours is a perfect answer except that you offered 2 examples of different levels. Adopting a decentralized organization and running a tuition reimbursement program are not same in their levels. The former is in policy level and the latter is in program level. You would have mentioned AES’s education policy to make even the 2 examples level.

[3] ‘핵심을 보존하면서 동시에 발전을 촉진한다’(Preserve the Core and Stimulate Progress)는 원칙의 예를 들고, 그 것이 왜 ‘핵심을 보존하면서 동시에 발전을 촉진한다’는 원칙에 해당하는지 설명하십시오.

[3-1] ‘핵심을 보존하기’의 두 가지 예를 들고, 이것이 왜 ‘핵심을 보존하기’에 해당하는지 설명하십시오.

[3-2] ‘발전을 촉진하기’의 두 가지 예를 들고, 이것이 왜 ‘발전을 촉진하기’에 해당하는지 설명하십시오.

Preserving the core means making specific efforts to ensure that its core remains intact without confusing core ideology with culture, strategy, tactics, operations, policies, or other non-core practices. AES didn’t just philosophize about its core ideology. It translated its core ideology into tangible practices. A good one of those examples is that AES plant strives to be a “good neighbor” to people living nearby. All the plants of AES are equipped with the highest cleanliness and immaculateness and provide neighbor-friendly impression. That means AES did it best to preserve the core purpose and core values with strong social responsibility. Another example also can be seen in cultural elements. The Thames plant has so many social events that the plant people tend to find many time occupied by socializing with other members of the plant family and enjoy each other. Creating a delightful workplace environment with AES folks means one of AES’s core values, fun.

Stimulating progress means impelling change and forward movement in all that is not a part of the core through deep, inner, primal drive for progress that couldn’t be satisfied forever. And it should co-exist with preserving the core ideology within the organization like the yin and yang of Chinese dualistic philosophy.

One of the example that AES has been stimulating progress is it’s corporate culture and organizing principle, “honeycomb” that is characterized by no formal job descriptions. This means AES guides its employees to do new things and proceed from new job scopes and new approaches for them. This effort is one of the most important factors that can give AES the huge opportunity to keep up continuous drive for progress. Another example is the company tends to use a lot of task forces and informal communication to make decisions. This means AES values employees’ freedom to make their own decisions and gave to many opportunity to  

grow in terms of competency and contribute to the company growth.

This time you got it!

Instructor Feedback: Mr. Choi, you have proven that you understand every concept clearly and apply it properly. I hope you can keep this pace till finish line.

Assessment: Exemplary