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2024 | OriginalPaper | Chapter

1. Introduction

Author : Umberto Lago

Published in: Global Business Model Shift

Publisher: Springer Nature Switzerland

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Abstract

This chapter serves as an introductory chapter to the book, presenting the general framework of the work and its basic concept: adopting a business model cannot merely involve mimicking its organizational structures and processes. Instead, adopting a business model requires embracing its purpose and values before undertaking any other steps.
The chapter outlines the book’s methodology, which is based on several in-depth interviews with managers both at Haier in China and at the companies adopting RenDanHeYi (RDHY)—namely Haier Europe, GE Appliances, Gummy Industries, MAQE, and Fajar Benua Group. These interviews provided valuable insights into the practical challenges and successes encountered during the implementation of RDHY, forming the foundation of the book’s analysis and recommendations.
The chapter outlines the structure of the book, which is arranged into three parts:
1.
The five steps of RDHY implementation
 
2.
RDHY user manual
 
3.
Case studies of firms adopting RDHY
 
By combining theoretical insights with practical guidance and real-world examples, the book aims to provide readers with the knowledge and tools needed to successfully adopt and benefit from the RDHY business model.

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Footnotes
1
This analysis is inspired by the one proposed by Edgar Schein in Organizational Culture and Leadership, Jossey-Bass, San Francisco, 1985 whereby he divides organizational culture into three elements:
1.
Artifacts: The most external and visible level of corporate culture: It includes organizational structures and processes.
 
2.
Shared Values: Less visible than artifacts, it includes beliefs, social norms, and shared values within the organization.
 
3.
Basic Assumptions: The deepest level, includes perceptions, thoughts, and feelings that are often unconscious.
 
 
2
Reinventing Giants, with B. Fischer and F. Liu (2013).
 
Literature
go back to reference Drucker, P. (1954). The practice of management. Harper Business. Drucker, P. (1954). The practice of management. Harper Business.
go back to reference Fischer, B., Lago, U., & Liu, F. (2013). Reinventing giants. Jossey-Bass. Fischer, B., Lago, U., & Liu, F. (2013). Reinventing giants. Jossey-Bass.
go back to reference Hamel, G., & Zanini, M. (2020). Humanocracy. Harvard Business Review Press. Hamel, G., & Zanini, M. (2020). Humanocracy. Harvard Business Review Press.
go back to reference Minnaar, J., & de Morree, P. (2019). Corporate rebels. Corporate rebels. Minnaar, J., & de Morree, P. (2019). Corporate rebels. Corporate rebels.
go back to reference Minnaar, J., & de Morree, P. (2022). Start-up factory. Corporate Rebels. Minnaar, J., & de Morree, P. (2022). Start-up factory. Corporate Rebels.
go back to reference Schein, E. (1985). Organizational culture and leadership. Jossey-Bass. Schein, E. (1985). Organizational culture and leadership. Jossey-Bass.
Metadata
Title
Introduction
Author
Umberto Lago
Copyright Year
2024
DOI
https://doi.org/10.1007/978-3-031-64857-1_1

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