Is Ford 2000 the right strategy for innovation? A management theory perspective

Is Ford 2000 the right strategy for innovation? A management theory perspective • In consolidating its North American and European product development into five Vehicle Program Centers (VPCs) to develop cars for all markets, integrating its manufacturing, supply, marketing and sales into a worldwide operation, Ford is moving from a so‐called multi‐domestic strategy to a global one. • The question is if this is the right strategy for an automobile company that wants to offer new low cost and/or differentiated products to its customers worldwide. • This article advances three points: • First, that although the strategic change is appropriate, it may not have gone far enough. • Second, to get the best out of the strategy, in any case, Ford must implement it well, moulding the right organizational structure, systems/processes, and the right people in the right positions. • Third, it must integrate into its systems, the right information and communications technologies. Optimal performance requires a fit between strategy, structure, systems/processes and people. © 1997 John Wiley & Sons, Ltd. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Change: Briefings in Entrepreneurial Finance Wiley

Is Ford 2000 the right strategy for innovation? A management theory perspective

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Publisher
Wiley
Copyright
Copyright © 1997 John Wiley & Sons, Ltd.
ISSN
1086-1718
eISSN
1099-1697
D.O.I.
10.1002/(SICI)1099-1697(199710)6:6<345::AID-JSC311>3.0.CO;2-P
Publisher site
See Article on Publisher Site

Abstract

• In consolidating its North American and European product development into five Vehicle Program Centers (VPCs) to develop cars for all markets, integrating its manufacturing, supply, marketing and sales into a worldwide operation, Ford is moving from a so‐called multi‐domestic strategy to a global one. • The question is if this is the right strategy for an automobile company that wants to offer new low cost and/or differentiated products to its customers worldwide. • This article advances three points: • First, that although the strategic change is appropriate, it may not have gone far enough. • Second, to get the best out of the strategy, in any case, Ford must implement it well, moulding the right organizational structure, systems/processes, and the right people in the right positions. • Third, it must integrate into its systems, the right information and communications technologies. Optimal performance requires a fit between strategy, structure, systems/processes and people. © 1997 John Wiley & Sons, Ltd.

Journal

Strategic Change: Briefings in Entrepreneurial FinanceWiley

Published: Oct 1, 1997

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