Jens Lage HansenBRAZILIAN – DANISHRESEARCH AGENDASAS SEEN FROM A PRACTITIONERS (AND STRATEGICMANAGEMENT TEACHERS) PERSPECTIVERESEARCH SEMINAR ONBRAZILIAN–DANISH BUSINESS COLLABORATIONCBS JUNE 6th 201216 - 6 - 2012 JensLageHansen@mail.dk
Jens Lage HansenMy background• Danish and Brazilian passports• Lived in Brazil, Argentina, Spain, U.S. Virgin Islands and Denmark• MSc in Electrical Engeneering (DTU) and Bcom (CBS)• International career with marketing, general management and boardresponsibilities in Novo Nordisk, Novozymes, Foss, Danisco andGrundfos• Regional CEO South America at Grundfos and member of GroupExecutive Council 1998 – 2001• Managing owner of strategic management consulting firm Lazac Ltda.and IFU representative in Brazil 2001 - 2004• Adjunct associate professor at CBS, teaching strategic managementand organization since 2005• Interested follower of political – economic affairs in Brazil6 - 6 - 2012 JensLageHansen@mail.dk 2
Jens Lage HansenOne setting worth looking atDanish Multinationals with subsidiaries in Brazil• Global strategy, competitive strategy and Brazilian strategy• Objectives and results• Entry mode and experiences• Cooperating with headquarters –The relationship seen from Brazil• Managing a Brazilian subsidiary in a global context – Therelationship seen from Denmark• Bridging mutual ignorance and business imcompabilities• Handling of differences in business ethics and practices in Braziland Denmark• What could boost Danish FDI in Brazil and extend cooperation?6 - 6 - 2012 JensLageHansen@mail.dk 3
Jens Lage HansenHow do they compete?Competitive strategies of Brazilian and Danish MNC’s• Red or Blue Ocean?– Kim and Mauborgne 2005. Blue Ocean Strategy• Generic strategies?– Porter 1980– Cost or differentiation?– Broad or focus?• Core competences?– Prahalad and Hamel 2001. The Core Competence of the Corporation. HBR May – June• Functional strategies?– Sales and Marketing– Logistics and Production– Procurement– Research and development– IT– HRM• Where could Brazilian and Danish business cooperate and learn?6 - 6 - 2012 JensLageHansen@mail.dk 4
Jens Lage HansenAnd now the global perspectiveGlobal strategies of Brazilian and Danish MNC’s• Global strategy Yip and Hult 2012. Total Global Strategy 3d ed– Markets and shares– Products and services– Location of value-adding activities of value chain• Sales• R&D• Production• IT• HRM• Facility management– Marketing– Competitive moves .• Implementation (Globalization path)• Barriers to globalization• What could be learnt and where are the cooperation opportunities?6 - 6 - 2012 JensLageHansen@mail.dk 5
Jens Lage HansenWhat are the differences?Managing in Brazil and in Denmark• Leadership styles (GLOBE)– Latin America (most important)• Charismatic / Value based leadership• Team-oriented leadership• Self-protective leadership– Nordic Europe (most important)• Charismatic / Value based leadership• Participative leadership– What are the consequences for Danish managers in Brazilianorganizations and Brazilian managers in Danish organizations?• What is effective management in Brazil and in Denmark?• Where can we learn from each other?6 - 6 - 2012 JensLageHansen@mail.dk 6
Jens Lage HansenWhy do they act like that?The influence of culture• Cultural differences between Brazil and Denmark (Hofstede)Dimensions BR DK– Power distance High Low– Uncertainty avoidance High Low– Individualism Low High– Masculinity Medium Low• Interacting cultural spheres of influence– National– Industry– Professional– Functional– Company6 - 6 - 2012 JensLageHansen@mail.dk 7
Jens Lage HansenWhy do they act like that?The influence of culture (cont.)• How does national culture influence Brazilian and Danishorganizations?– Interacting cultural spheres– Strategizing– Organizational structure– Management systems– HRM– Company culture• And what can we learn that could improve Brazilian – Danishbusiness colaboration?6 - 6 - 2012 JensLageHansen@mail.dk 8
Jens Lage HansenWhere else can we look?Brazilian – Danish learning opportunities• Moving Brazilian world beating agrobusiness up the value chain– Danish upgrading of agrobusiness, from land to table– Lazac Ltda. experiences• Danish Know-How• Danish Meat Research institut and Brazilian Foods (Sadia and Perdigao)• Environmental challenges in Brazil– Danish cleantech industry– The Tripple Bottom Line in Danish MNC’s and the effect on business andsustainability (financial, social and environmental performance)– Implementing The Tripple Bottom Line• Challenges to the banking sector in Denmark– World class information technology in Brazilian banks6 - 6 - 2012 JensLageHansen@mail.dk 9
Jens Lage HansenWhere else can we look?Brazilian – Danish learning opportunities (cont.)• The constant training and upgrading of the Danish Labourforce• Brazilian experiences with supporting specific industries• Entrepreneurship in Brazil and in Denmark• Starting a company in Brazil and in Denmark• Doing business in Brazil• Brazilian and Danish SME’s reluctance to go beyond nearmarkets• Development of new production technologies in Denmark tocounter the high cost of labor• The Danish biotech sector6 - 6 - 2012 JensLageHansen@mail.dk 10
Jens Lage HansenSO – SHOOTING IN ALL DIRECTIONS,BUT I HOPE IT GAVE YOU SOME IDEAS!6 - 6 - 2012 JensLageHansen@mail.dk 11Brazil Denmark 3 – 1Friendly in Hamburg 26.5.12
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