In the future, market globalization will drive increased organizational globalization. In competition had become intense, Apple had just launched its new iPhone, and financial pressure was mounting. He founded the firm in following a career at Unilever.
Sensing that the marketing had become too removed from the business, he quickly set about reconnecting and making clear to the rest of the organization that marketing understood its role, building the brand through marketing programs and communication to serve the business.
Cut as many people as all the other disciplines are doing. By quickly reaching out to all major stakeholders across the business, Hoornik and his team ensured that everyone knew marketing was connected again.
Key stakeholders were impressed to see marketing come "back" to the business, and marketers were more highly motivated and inspired about working on the Sony Ericsson brand. Frank van den Driest is co-founder of EffectiveBrands.
The idea of arming everyone with a global marketing model with global marketing communications and tools to support local implementation received tremendous support.
First, he would develop a new vision and role for the brand and global marketing. The results were positive.
Ensuring that he had the right people on the bus first, and moving fast, Hoornik quickly assembled a small team of the best HQ and regional marketers to develop the new brand vision and global marketing strategy.
Once it was clear what business requirements the new global marketing strategy needed to address, Hoornik challenged a dedicated team of internal and external experts to redesign the marketing organization, cutting overall headcount numbers and making it "fit for purpose" for the new strategy. This adage sounds so logical, yet most organizations forget or ignore it.
Starting with a global marketing effectiveness survey PulseCheck, a proprietary benchmarking and survey tool, Hoornik quickly built an understanding of all the key opportunities, challenges and needs of the most important markets, as well as the readiness for growth of the new more global marketing organization.
To which we reply: Our findings consistently show that organization, roles and responsibility, and global behaviors are without doubt one of the knottiest global marketing leadership challenges out there.
The sheer number of mergers that drive scale and global reach, plus an increase in strategic partnerships that deliver more holistic solutions and consumer experiences, plus the amount of internal regional and global integrations Ignore this subject at your own peril!
But people were also looking for changes in the organization to facilitate it all: They were positive and encouraging about a more global approach to building the brand and leveraging a more global strategy to make relevant for local markets.
Increasingly, they share power with functional leaders. Marketers and their peers lack a once-solid integrated perspective. Almost all global marketing leaders and quite a few of their bosses and board colleagues admit that they initially underestimated the importance of addressing their organization structure and processes.
Yet few global marketers have the stomach or energy to tackle the subject. Back to Lennard Hoornik, the head of global marketing for Sony Ericsson.
The company was restructuring to regain profitability, increase efficiency and address the industry globalization trend. Hoornik knew the challenge was tough. Costs needed to drop quickly. Relocating from his previous regional Asian job, the most important decision Lennard made before landing in London to claim his seat at the table:Sony Ericsson's Lennard Hoornik Redesigned His Organization to Fit Its Purpose, and So Should You By Marc de Swaan Arons and Frank van den Driest.
Published on November 03, Sony accordingly announces the following executive appointments and organizational reforms effective as of April 1, Sony already announced the adoption of the "company with committees" principle (January 28, ) and its integration into Sony's own set of governance regulations.
Organizational Structure Of Sony Ericsson Examples of Organizational Structures Team 6: Patrick Brennan Trenton Mak Carolyn Moore Christopher Sterbank Nicholas Warabak 1.
Examples of Organizational StructuresTeam 6:Patrick BrennanTrenton MakCarolyn MooreChristopher SterbankNicholas Warabak1. Vertical structure by functions.
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