Corporate Culture:

Key of Success
Aditya Gogia
Simon King
Xiangrong Kong

Kaini Wang
Xuechun Xu
Cuili Huang

Concordia University
April 14, 2016

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Analysis

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Agnes Sie,
Marketing
Director of
Valspar Wood
Coating Asia

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Of what symptoms Valspar suffers the

most?
Lack of Collaboration
Inefficient Training
Unfair Rewards

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Symptom # 1 Lack of Collaboration

Malaysia

Donggua
n

Shanghai

Sales team

Sales Team

Sales Team

Customer
Service

Customer
Service

Customer
Service

Finance
Team

Finance
Team

Finance
Team

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Symptom # 2 Inefficient Training

No planning
No goals
No
continuity

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Symptom # 3 Unfair Rewards

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What is the main problem?

Lack of strong overarching enterprisewide culture that cover territories and

functions across the whole organization

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Enterprise-wide Culture

Safety

Manufacturing

Salesdriven

Salesdepartment

Cost
reduction

Financial
department

Fragmented subcultures

Compliance

Internal
control

Introduction

Problem

Strong culture

Believes,
values,
assumptions

Attitudes &
behavior

Success &
effectiveness

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Why there is no company-wide culture?

Silo Syndrome
No post-acquisition culture integration
National Culture Differences
Low Management Interest and Involvement

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Cause # 1 Silo Syndrome

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Cause # 2 No post-acquisition culture

integration

Structure integration

Cultures?

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Cause # 3 National Culture Differences

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Cause # 4 Low management interest

and involvement in setting up corporate
culture

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What are the alternatives?

Expand Valspar US culture to
branches
Entirely new culture
Regional Unify to Global Integrate

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1 Expand Valspar US culture to branches

Exist for 200 years

Lose culture

and work efficient

diversity in

in U.S.

different locations

No threaten to
Headquarter &
accept easier

Resistance from
local managers

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2 Entirely new culture

Ideal solution for

all offices of
Valspar
Tailor - made

Huge cost
Hard to design the
new culture
May not work so
well as imagine
Difficult to adapt to
a significant
change

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3 - Regional Unify to Global Integrate

Keep local
management style
Transition period
Easy accept
Reasonable &
flexible
Low risk

Isolate situation for

the beginning
Long integrate
period

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Our recommendation: Alternative # 3

Integrate regional culture

Build corporate-wide culture

Emphasize core values

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Why we choose this alternative?

The least
risky

The most
economic

The most
flexible

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Values
conformance

Implementation
Leadership

Collaboration and
efficiency
Employees
satisfaction

Organizational
structure

General Manager
for each region
Training

Socialization
programs

Employee
orientation
program
Mentorship

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Implementation
Timeline
4 to 10 years (average 6
years)
Cost
General Manager Wages
Financial support for
socialization programs

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Thank you for your attention!

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