What Can Vision Work Version1.1: 「ビジョンのない上司にビジョンを抱かせる時に」
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What Can Vision Work Version1.1: 「ビジョンのない上司にビジョンを抱かせる時に」

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This slide describe about "vision" from functionality point of view, that is, what can vision work, how does it work, etc. Sorry, current version is written in Japanese.

This slide describe about "vision" from functionality point of view, that is, what can vision work, how does it work, etc. Sorry, current version is written in Japanese.

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What Can Vision Work Version1.1: 「ビジョンのない上司にビジョンを抱かせる時に」 What Can Vision Work Version1.1: 「ビジョンのない上司にビジョンを抱かせる時に」 Presentation Transcript

  • version 0.9 http://www.frombayarea.com 2009 Copyright © 2009 Ryu Chikafuji. All Rights Reserved. 1 Tuesday, October 27, 2009
  • ” ” ” ” ” ” ” ” ” ” 2 Tuesday, October 27, 2009
  • ” ” ” ” ” ” ” ” ” ” ” ” ” ” ” ” 3 Tuesday, October 27, 2009
  • ” ” ”MISSION” ”CREDO( )” ”PRINCIPLE( )” ”VALUE” “VISION” “MISSION” “CREDO” “PRINCIPLE” OR “VISION” ” ” ”VISION” “VALUE” ... 4 Tuesday, October 27, 2009
  • VISIONLESS ... VISION ... “VISION” ... “VISION” 4 : (1) (2) (3) VISIONLESS (4) VISION VISION VISION ... 4 : (1) → : ”VISION” (2) → (3) → (4) → ... : ... ”VISION” 5 Tuesday, October 27, 2009
  • VISIONLESS 6 Tuesday, October 27, 2009
  • VISIONLESS ○○ VISION X 7 Tuesday, October 27, 2009
  • VISIONLESS 8 Tuesday, October 27, 2009
  • VISIONLESS 9 Tuesday, October 27, 2009
  • VISIONLESS ” ” 10 Tuesday, October 27, 2009
  • VISIONLESS OR 11 Tuesday, October 27, 2009
  • VISIONLESS ” ” 12 Tuesday, October 27, 2009
  • VISIONLESS ” ” ” ” 13 Tuesday, October 27, 2009
  • VISIONLESS “VISION” 14 Tuesday, October 27, 2009
  • VISION 15 Tuesday, October 27, 2009
  • VISION Abbott Laboratories: Our “Promise for life” is a statement that describes – for our customers, our communities, our shareholders and all of our “Abbott laboratories(*)” ”Promise for Life” stakeholders – what we believe in, what we value, and what we strive to deliver in our day-to-day work. For Abbott employees, Our Promise is our compass – guiding us in our actions and decision making, to ensure we live up to the high expectations ”VISION” we’ve set for ourselves in order to serve our stakeholders ”VISION” better. Our Promise challenges us to continually improve and inspires us to always aim higher. A Promise for Life STATEMENT ( ) http://www.abbott.com/global/url/content/en_US/10.10:10/general_content/ General_Content_00003.htm (*) “Abbott Laboratories”: Roche 16 Tuesday, October 27, 2009
  • VISION A PROMISE FOR LIFE ~ : “Promise for life” Abbott ”Promise” 17 Tuesday, October 27, 2009
  • VISION “VISION” 18 Tuesday, October 27, 2009
  • VISION (*) “VISION” (*) P. 76 P. 83 P. 102 19 Tuesday, October 27, 2009
  • VISION “VISION” (*) (*) P. 76 P. 83 P. 102 20 Tuesday, October 27, 2009
  • VISION “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change” - Charles Darwin ” ” ”VISION” - ”VISION” PICTURE FROM WIKIMEDIA COMMONS 21 Tuesday, October 27, 2009
  • 22 Tuesday, October 27, 2009
  • ” ” (A) (B) or 23 Tuesday, October 27, 2009
  • (A) I) II) ( ) ( ) 24 Tuesday, October 27, 2009
  • (B) or I) II) 25 Tuesday, October 27, 2009
  • (A) I) II) ”VISION” (B) or I) II) 26 Tuesday, October 27, 2009
  • 1 (A) Adobe Systems I) 27 Tuesday, October 27, 2009
  • Adobe Systems: 2000 Adobe 2000 CEO Chizen 28 Tuesday, October 27, 2009
  • Adobe ”Post Script” ”PDF Reader” (*) 2000 Chizen Adobe ”VISION” Chizen’s VISION (*) : Windows OS IE Fire Fox Safari ( ) Web Browser Web Web Excel Excel 29 Tuesday, October 27, 2009
  • ” ” ” ” ”Adobe ” ” ” Chizen’s VISION 30 Tuesday, October 27, 2009
  • “VISION” Chizen “VISION” (*) 31 Tuesday, October 27, 2009
  • Glassbook Inc eBook Fotiva, Inc Accelio Corporation Web Syntrillium Software ( ) Yellow Dragon Software XML Chizen CEO Q-Link Technologies Inc Flash Player Macromedia Java Adobe Macromedia OKYZ S.A. CAD 3D Adobe Granite Ventures Macromedia Flash 300 Chizen Iteration:Two RIA(Rich Internet Application) Granite Chizen Mobile Innovation (*) Navisware( ) DRM( ) Trade and Technologies France CAD InterAKT Macromedia . (*) Adobe Granite ”Adobe Ventures” Serious Magic Inc 100%Adobe Granite Web Adobe Annual Report (Form-10K) Antepo Inc., ........ http://www.adobe.com/aboutadobe/adobeventures/ 32 Tuesday, October 27, 2009
  • Chizen 2007 Adobe RIA (Rich Internet Application) Web Web ”VISION” YouTube Web SlideShare Adobe FLASH : 33 Tuesday, October 27, 2009
  • 2 (1) Ritz-Carlton (A) (2) II) (3) 34 Tuesday, October 27, 2009
  • THE CREDO The Ritz-Carlton Hotel is a place where the genuine care and comfort of our guests is our highest mission. (1) The Ritz-Carlton : We pledge to provide the finest personal service and facilities (CREDO, MISSION, MOTTO) for our guests who will always enjoy a warm, relaxed, yet refined ambience. The Ritz-Carlton experience enlivens the senses, instills well- being, and fulfills even the unexpressed wishes and needs of our "We are Ladies and Gentlemen serving guests. Ladies and Gentlemen." MOTTO At The Ritz-Carlton Hotel Company, L.L.C., "We are Ladies and Gentlemen serving Ladies and Gentlemen." This motto exemplifies the anticipatory service provided by all staff members. http://corporate.ritzcarlton.com/en/About/GoldStandards.htm 35 Tuesday, October 27, 2009
  • 36 Tuesday, October 27, 2009
  • (2) : F 37 Tuesday, October 27, 2009
  • (3) : ” ” ” ” ( ) 38 Tuesday, October 27, 2009
  • ” ” ” ” 39 Tuesday, October 27, 2009
  • 3 (B) or (1) Medtronic (I) (2) Johnson & Johnson 40 Tuesday, October 27, 2009
  • Early in Medtronic's history, co-founder Earl Bakken was (1) Medtronic: overcome by the emotional response patients had to his products. They were overjoyed to regain mobility, feel better, Medtronic and sometimes even to be alive as a result of Medtronic's work. 1949 Earl wanted that human benefit to be the company's main purpose, so he and the board of directors produced a formal statement of the company's objectives. Nearly a half-century later, that Mission continues to serve as an ethical framework and an inspirational goal for employees around the world. It guides our day-to-day work and reminds us that our efforts are changing the face of chronic disease for millions of people. http://www.medtronic.com/about-medtronic/our-mission/index.htm 41 Tuesday, October 27, 2009
  • 42 Tuesday, October 27, 2009
  • MISSION: To contribute to human welfare by application of biomedical engineering in the research, design, manufacture, and sale of instruments or appliances that alleviate pain, restore health, and extend life. To direct our growth in the areas of biomedical engineering where we display maximum strength and ability; to gather 1960 people and facilities that tend to augment these areas; to continuously build on these areas through education and knowledge assimilation; to avoid participation in areas where we cannot make unique and worthy contributions. To strive without reserve for the greatest possible reliability and quality in our products; to be the unsurpassed standard of 40 comparison and to be recognized as a company of dedication, honesty, integrity, and service. To make a fair profit on current operations to meet our obligations, sustain our growth, and reach our goals. To recognize the personal worth of employees by providing an employment framework that allows personal satisfaction in work accomplished, security, advancement opportunity, and means to share in the company's success. To maintain good citizenship as a company. http://www.medtronic.com/about-medtronic/our-mission/index.htm 43 Tuesday, October 27, 2009
  • : 44 Tuesday, October 27, 2009
  • Our CREDO: We believe our first responsibility is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services. In meeting their needs everything we do (2) Johnson & Johnson: must be of high quality. We must constantly strive to reduce our costs in order to maintain reasonable prices. Customers’ orders 1963 Robert Wood must be serviced promptly and accurately. Our suppliers and Johnson CREDO( ) distributors must have an opportunity to make a fair profit. 1943 CSR (Corporate We are responsible to our employees, the men and women who Social Responsibility) CSR work with us throughout the world. Everyone must be considered as an individual. We must respect their dignity and ( Web ) recognize their merit. They must have a sense of security in their 120 jobs. Compensation must be fair and adequate, and working conditions clean, orderly and safe. We must be mindful of ways CREDO to help our employees fulfill their family responsibilities. Employees must feel free to make suggestions and complaints. There must be equal opportunity for employment, ... http://www.jnj.com/wps/wcm/connect/ 30e290804ae70eb4bc4afc0f0a50cff8/our-credo.pdf?MOD=AJPERES 45 Tuesday, October 27, 2009
  • —— —— http://www.jnj.co.jp/group/community/credo/index.html 46 Tuesday, October 27, 2009
  • 4 (1) GE (2) IBM (B) or II) (3) (4) GM 47 Tuesday, October 27, 2009
  • “ ” 90 GE(*) IBM GM F. (*) GE 48 Tuesday, October 27, 2009
  • GE IBM CEO GE IBM GE CEO CEO IBM GM CEO GM 11 49 Tuesday, October 27, 2009
  • (1) GE: GE ”VISION” CEO (1981 1995 GE ) 2 71 - Jack Welch / 118 (*) (*) (*) IBM GE GE MBA 50 Tuesday, October 27, 2009
  • ” (*)” ( ) GE - Jack Welch / (*) 20% 70% 10% 51 Tuesday, October 27, 2009
  • (2) IBM: MISSION: (IBM CEO) (*) MBA “We strive to lead in the invention, development and manufacture of the industry's most advanced information 90 IBM 3 technologies, including computer systems, software, storage 12 systems and microelectronics. We translate these advanced technologies into value for our customers through our IBM professional solutions, services and consulting businesses worldwide.” (*) ”VISION” (*) ”Who says elephants can’t dance?” 52 Tuesday, October 27, 2009
  • : 53 Tuesday, October 27, 2009
  • PRINCIPLES: The marketplace is the driving force behind everything we do. At our core, we are a technology company with an overriding commitment to quality. Our primary measures of success are customer satisfaction and shareholder value. We operate as an entrepreneurial organization with minimum ” burencracy and a never-ending focus on productivity. ” ”PRINCIPLES” We never lose sight of our strategic vision. We think and act with a sense of urgency. Outstanding, dedicated people make it all happen, particularly when they work together as a team. (*) CEO IBM We are sensitive to the needs of all employees and the communities in which we operate. 54 Tuesday, October 27, 2009
  • (*) 55 Tuesday, October 27, 2009
  • ( ”MISSION” ) IBM 56 Tuesday, October 27, 2009
  • ( ) ”VISION” - - (3) : 92~99 8 7 2 1 - 2000 3 6800 - GM (?) - 2005 CNN - “Carlos Ghosn: Nissan’s turnaround artist”, Benjamin, CNN http://edition.cnn.com/2005/BUSINESS/04/20/boardroom.ghosn/ 57 Tuesday, October 27, 2009
  • “I know and I measure how much effort, how much sacrifice, and how much pain we will have to endure for the success of the Nissan Revival Plan. But believe me, we don't have a choice, and it will be worth it. We all shared a dream: a dream of a reconstructed and revived company, a dream of a thoughtful and bold Nissan on track to perform profitable growth in a balanced ”SHIFT - Inside Nissan’s Historical Revival” alliance with Renault to create a major global player in the world car industry. This dream becomes today a vision with the Nissan Revival Plan. This vision will become a reality as long as every single Nissan employee will share it with us.” - "SHIFT - Inside Nissan's Historic Revival", Carlos Ghosn, et al. 58 Tuesday, October 27, 2009
  • - "SHIFT - Inside Nissan's Historic Revival", Carlos Ghosn, et al. 59 Tuesday, October 27, 2009
  • ”NISSAN REVIVAL PLAN” http://www.nissan-global.com/JP/DOCUMENT/PDF/FINANCIAL/REVIVAL/ DETAIL/1999/fs_re_detail1999h.pdf 60 Tuesday, October 27, 2009
  • 2000 2002 4.5 2002 7000 http://www.nissan-global.com/JP/DOCUMENT/PDF/FINANCIAL/REVIVAL/ DETAIL/1999/fs_re_detail1999h.pdf 61 Tuesday, October 27, 2009
  • 2003 2 1 2004 62 Tuesday, October 27, 2009
  • (4) GM: GM P. (*1) 1963 (*2) (*1) MIT ”Sloan School of Management” GM http://www.amazon.com/Years-General-Motors-Alfred-Sloan/dp/0385042353/ (*2) http://www.ritsumei.ac.jp/~kazuichi/profile/2008.1.pdf ref=sr_1_1?ie=UTF8&s=books&qid=1254532694&sr=8-1 63 Tuesday, October 27, 2009
  • 64 Tuesday, October 27, 2009
  • (A) I) ”VISION” II) (B) or I) II) ”VISION” 65 Tuesday, October 27, 2009
  • VISION 66 Tuesday, October 27, 2009
  • VISION ”VISION” ”VISION” ”VISION” ”VISION” “VISION” “VISION” 67 Tuesday, October 27, 2009
  • VISION (A) I) ”VISION” II) (B) or I) II) 68 Tuesday, October 27, 2009
  • VISION VISION (A) I) 69 Tuesday, October 27, 2009
  • VISION Adobe : : ”VISION” 70 Tuesday, October 27, 2009
  • VISION Adobe Microsoft ( ) Adobe 71 Tuesday, October 27, 2009
  • VISION ( ) 72 Tuesday, October 27, 2009
  • VISION ( ) 73 Tuesday, October 27, 2009
  • VISION Adobe RIA IBM APPLE iPod/iPhone VISON - 74 Tuesday, October 27, 2009
  • VISION 95 1 2 5 75 Tuesday, October 27, 2009
  • VISION “VISION” ” ” ” ” ( P.19) ”VISION” “VISION” ( P.20) 76 Tuesday, October 27, 2009
  • VISION VISION (A) II) 77 Tuesday, October 27, 2009
  • VISION 78 Tuesday, October 27, 2009
  • VISION 1) ”The Five Most Important 2) Questions” 5 5 3) 5 4) 5) “The Five Most Important Questions - You will ever ask about your organization” Peter F. Drucker with Jim Collins, Philip Kotler, et al. Leader to Leader Institute 79 Tuesday, October 27, 2009
  • VISION (*) 1) 2) 1) (= ) 2) 3) 4) 5) (*) “The Five Most Important Questions” 80 Tuesday, October 27, 2009
  • VISION 1) “ ” 2) ” ” ” ” “The Five Most Important Questions - You will ever ask about your organization” Peter F. Drucker with Jim Collins, Philip Kotler, et al. Leader to Leader Institute 81 Tuesday, October 27, 2009
  • VISION 3) 82 Tuesday, October 27, 2009
  • VISION “VISION” ( P.19) ”VISION” “VISION” ( P.20) 83 Tuesday, October 27, 2009
  • VISION VISION (B) or I) 84 Tuesday, October 27, 2009
  • VISION ” ” Medtronic Johnson & Johnson ” ” Medtronic Johnson & Johnson 85 Tuesday, October 27, 2009
  • VISION (*) (*) IBM Thomas J. Watson, Sr CEO(1952-1971 ) Thomas J. Watson, Jr Sr Thomas Watson 86 Tuesday, October 27, 2009
  • VISION BASIC BELIEFS( ) Excellence in everything we do ( ) IBM Superior customer service ( ) Respect for the individual ( ) 87 Tuesday, October 27, 2009
  • VISION ” ” → ” ” ” ” → ”VISION” ” ” → ” ” IBM ” ” 88 Tuesday, October 27, 2009
  • VISION “VISION” ”VISION” (1) ”VISION” (2) IBM ”PRINCIPLE” 89 Tuesday, October 27, 2009
  • VISION 21 90 Tuesday, October 27, 2009
  • VISION VISION (B) or I) 91 Tuesday, October 27, 2009
  • VISION GE GE IBM ”VISION” CEO IBM CEO GM 11 92 Tuesday, October 27, 2009
  • VISION ”VISION” GE ”VISION” ”VISION” IBM ”PRINCIPLE ( )” ( ) “NISSAN REVIVAL PLAN” 93 Tuesday, October 27, 2009
  • VISION GE • ( ) • ( ) • ( ) • ”VISION” • IBM • • • • • • • 94 Tuesday, October 27, 2009
  • VISION “VISION” ”VISION” DNA “VISION” “MISSION” “CREDO” “PRINCIPLE” “VALUE” “MOTTO” “BILIEF” ... 95 Tuesday, October 27, 2009
  • VISION CEO ” ” GE ” ” ” ” NISSAN REVIVAL PLAN 96 Tuesday, October 27, 2009
  • VISION ”VISION (PRINCIPLE)” IBM ↓ “PRINCIPLE” IBM ↓ ( ) ↓ IBM IBM GE ↓ GE ” ” ”PRINCIPLE” ” ” ( IBM ) ↓ ↓ ”PRINCIPLE” ↓ 97 Tuesday, October 27, 2009
  • VISION ”VISION” • • 2 71 118 GE • GE ” ” ”VISION” • ( ) • IBM ” ” ”VISION” IBM •” ” “PRINCIPLE” • • CEO 98 Tuesday, October 27, 2009
  • VISION DNA “ ” 99 Tuesday, October 27, 2009
  • VISION ”VISION” ↓ “VISION” ”VISION” ↓ ↓ “VISION” ( ) 94 YES ↓ ↓ ” ” “VISION” ” ” (“VISION” ) ↓ ( ) 100 Tuesday, October 27, 2009
  • VISION “VISION” (*1) ”VISION” ”DNA” “VISION” ”VISION” (*2) (*1) (*2) ” ” IBM ” ” 101 Tuesday, October 27, 2009
  • VISION “VISION” ”VISION” ( P.19) ”VISION” Win-Win “VISION” (*) (*) ( P.20) 102 Tuesday, October 27, 2009
  • VISION ”VISION” ”VISION” ”VISION” ”VISION” “VISION” “VISION” ”VISION” 103 Tuesday, October 27, 2009
  • VISION ”Diversity and Inclusion” ( Harley-Davidson ) Diversity ”Diversity and Inclusion” 104 Tuesday, October 27, 2009
  • 105 Tuesday, October 27, 2009
  • XYZ ○× - JACK WELCH / 106 Tuesday, October 27, 2009
  • - ; http://business.nikkeibp.co.jp/article/pba/20080625/163653/?P=2 107 Tuesday, October 27, 2009
  • 108 Tuesday, October 27, 2009
  • ”VISION”( 109 Tuesday, October 27, 2009
  • “VISION” ”VISION” ”VISION” ”VISION” 110 Tuesday, October 27, 2009
  • 111 Tuesday, October 27, 2009
  • “VISION” ”VISION” “VISION” 112 Tuesday, October 27, 2009
  • Vision without Action is a dream. Action without Vision is simply passing the time. Action with Vision is making a Positive Difference. - Joel Barker 113 Tuesday, October 27, 2009
  • : ”VISION” 114 Tuesday, October 27, 2009
  • Abbott Laboratories Adobe Systems Moët Hennessy - Louis Vuitton HONDA Apple Harley-Davidson Roche 115 Tuesday, October 27, 2009
  • http://www.abbott.us/us/url/content/en_US/10.10:10/ general_content/General_Content_00002.htm 116 Tuesday, October 27, 2009
  • Abbott Turning Science into Caring We are here for the people we serve in their pursuit of healthy lives. This has been the way of Abbott for more than a century – passionately and thoughtfully translating science into lasting contributions to health. Our products encircle life, from newborns to aging adults, from nutrition and diagnostics through medical care and pharmaceutical therapy. Caring is central to the work we do and defines our responsibility to those we serve: 117 Tuesday, October 27, 2009
  • Abbott We advance leading-edge science and technologies that hold the potential for significant improvements to health and to the practice of health care. We value our diversity – that of our products, technologies, markets and people – and believe that diverse perspectives combined with shared goals inspire new ideas and better ways of addressing changing health needs. We focus on exceptional performance – a hallmark of Abbott people worldwide – demanding of ourselves and each other because our work impacts people's lives. We strive to earn the trust of those we serve by committing to the highest standards of quality, excellence in personal relationships, and behavior characterized by honesty, fairness and integrity. We sustain success – for our business and the people we serve – by staying true to key tenets upon which our company was founded over a century ago: innovative care and a desire to make a meaningful difference in all that we do. 118 Tuesday, October 27, 2009
  • Abbott The promise of our company is in the promise that our work holds for health and life. 119 Tuesday, October 27, 2009
  • Adobe Systems http://www.adobe.com/aboutadobe/ 120 Tuesday, October 27, 2009
  • Adobe Adobe is pleased to share its vision for revolutionizing how the world engages with idea and information. Right now, anyone who creates, views, and interacts with information clearly feels the impact of Adobe software and our technologies. In the last few years, the world has changed significantly, and communication bandwidth has exploded. 700 million people can E now access the web worldwide. Every hour, 1.3 billion e-mails are sent. Almost 1.5 billion people worldwide have a mobile phone. We are continually bombarded with multiple messages from multiple media, all competing for our attention. So, it’s not enough to simply inform. We must now help our customers transform their communications into engaging, interactive experiences. 121 Tuesday, October 27, 2009
  • Adobe What does it mean? Adobe has always pushed the boundaries of the digital universe to help people and organizations communicate better. Now we’re focusing our innovation and creative energy to take another big step forward. Our customers need high-impact, reliable, and dynamic digital communication, and Adobe is well positioned to make a reality. Given the range of solutions we’re enabling, we are incredibly excited about where we’re beaded. Adobe is truly revolutionizing how the world engages with ideas and information – anytime, anywhere, and through any medium. Adobe provides solutions to address the needs of our customers in financial services, government, manufacturing, education, publishing and media, telecommunications, life sciences, and other major industries. 122 Tuesday, October 27, 2009
  • Adobe At the heart of every interaction in every business are three key elements: People, Information, and Processes. Adobe’s vision is clearly focused on the people and their experience. Our solutions enable the creation and delivery of experiences that securely extend the reach of information. Experiences that automate processes for greater efficiency Experiences that are intuitive, rich, and compelling. Experiences that are truly engaging 123 Tuesday, October 27, 2009
  • http://www.lvmh.com/ Moët Hennessy - Louis Vuitton 124 Tuesday, October 27, 2009
  • Moët Hennessy - Louis Vuitton LVMH: Moët Hennessy - Louis Vuitton LVMH The mission of the LVMH group is to represent the most refined LVMH qualities of Western “Art de Vivre” around the world. LVMH must continue to be synonymous with both elegance and creativity. Our products, and the cultural values they embody, blend tradition and innovation, and kindle dream and fantasy. In view of this mission, five priorities reflect the fundamental values shared by all Group stakeholders: Be creative and innovate Aim for product excellence Bolster the image of our brands with passionate determination Act as entrepreneurs Strive to be the best in all we do 125 Tuesday, October 27, 2009
  • Moët Hennessy - Louis Vuitton : Be creative and innovate: Group companies are determined to nurture and grow their creative resources. Their long-term success is rooted in a combination of artistic creativity and technological innovation: they have always been and always will be creators. Their ability to attract the best creative talents, to empower them to create leading-edge designs is the lifeblood of our Group. The same goes for technological innovation. The success of the companies’ new products-particularly in cosmetics – rests squarely with research & development teams. This dual value-creativity/innovation- is a priority for all companies. It is the foundation of their continued success. 126 Tuesday, October 27, 2009
  • Moët Hennessy - Louis Vuitton Aim for product excellence: : Group companies pay the closest attention to every detail and ensure the utter perfection of their products. They symbolize the nobility and perfection of traditional craftsmanship. Each and every one of the objects their customers buy and use exemplifies our brands’ tradition of impeccable quality. Never should Group companies disappoint, but rather continue to surprise their customers with the quality, endurance, and finish of their products. They never compromise when it comes to product quality. Their search for excellence go well beyond the simple quality of their products: it encompasses the layout and location of our stores, the display of the items they offer, their ability to make their customers feel welcome as soon as they enter our stores... All around them, their clients see nothing but quality 127 Tuesday, October 27, 2009
  • Moët Hennessy - Louis Vuitton Bolster the image of our brands with passionate : determination: Group brands enjoy exceptional reputation. This would not amount to much, and could not be sustained, if was not backed by the creative superiority of their products. However, without this aura, this extra dimension that somewhat defies logic, this force of expression that transcends reality, the sublime that is the stuff of our dreams, Dior would not be Dior, Louis Vuitton would not be Louis Dior Dior Louis Vuitton Vuitton, Moët would not be Moët... Louis Vuitton Moët Moët The power of companies’ brands is part of LVMH’s heritage. It took LVMH years and even decades to build their image. They are an asset that is both priceless and irreplaceable. Therefore, Group companies exercise stringent control over every minute detail of their brands’ image. In each of the elements of their communications with the public ( announcements, speeches, messages, etc.), it is the brand that speaks. Each message must do right by the brand. In this area as well, there is absolutely no room for compromise. 128 Tuesday, October 27, 2009
  • Moët Hennessy - Louis Vuitton : Act as entrepreneurs: The Group’s organizational structure is decentralized, which fosters efficiency, productivity, and creativity. This type of organization is highly motivating and dynamic. It encourages individual initiative and offers real responsibilities- sometimes early on in one’s career. It requires highly entrepreneurial executive teams in each company. This entrepreneurial spirit requires a healthy dose of common sense from managers, as well as hard work, pragmatism, efficiency, and the ability to motivate people in the pursuit of ambitious goals. One HVMH needs to share and enjoy this entrepreneurial spirit to – one day- manage a subsidiary or company of the LVMH group. 129 Tuesday, October 27, 2009
  • Moët Hennessy - Louis Vuitton Strive to be the best in all we do: : Last but not least is our ambition to be the best. In each company, executive teams strive to constantly improve, never be complacent, always try to broaden our skills, improve the quality of our work, and come up with new ideas. The Group encourages this spirit, this thirst for progress, among all of its associates. 130 Tuesday, October 27, 2009
  • 131 Tuesday, October 27, 2009
  • HONDA ( ) 1956 1956 1 2 3 4 5 132 Tuesday, October 27, 2009
  • HONDA 3 Honda Honda http://www.honda.co.jp/csr/philosophy/philosophy1/index.html 133 Tuesday, October 27, 2009
  • Apple Inc. 134 Tuesday, October 27, 2009
  • APPLE VISION 98 VISION "To make a contribution to the world by making tools for the mind that advance humankind." ( ) D. (COO: ) : ”BUSINESS PHILOSOPHY” ”VISION” 135 Tuesday, October 27, 2009
  • APPLE There is an extraordinary breadth and depth and tenure among the Apple executive team and these executives lead over , 35,000 employees that I would call “all wicked smart”. And that’s in all areas of the company, from engineering to marketing to operations and sales and all the rest. And values of our company are extremely well entrenched. We believe that we’re on the face of the Earth to make great products, and that’s not changing. We’re constantly focusing on innovating. We believe in the simple, not the complex. We believe that we need to own and control the primary technologies behind the products we make, and participate only in markets where we can make a significant contribution. 136 Tuesday, October 27, 2009
  • APPLE NO We believe in saying no to thousands of projects so that we can really focus on the few that are truly important and meaningful to us. We believe in deep collaboration and cross- pollination of our groups, which allow us to innovate in a way that others cannot. And frankly, we don’t settle for anything less than excellence in every group in the company, and we have the self-honesty to admit when we’re wrong and the courage to change. And I think, regardless of who is in what job, those values are so embedded in this company that Apple will do extremely well. 137 Tuesday, October 27, 2009
  • ~DIVERSITY~ 138 Tuesday, October 27, 2009
  • Harley-Davidson ~ Diversity ~ Mission: Our diversity mission is to foster a culture that integrates Harley-Davidson: diversity and inclusion into all aspects of the business in order ”DIVERSITY( )” to further fulfill dreams through the experiences of motorcycling. DIVERSITY Vision: ”VISION” WEB Harley-Davidson values, embraces and celebrates diversity in order to develop and continuously improve mutually beneficial relationships with stakeholders to fulfill dreams and 1998 2008 10 CAGR( provide extraordinary customer experiences in an increasingly ) 10% dynamic, diverse and global market. Action: We are driven to grow our business, our people and our (*) DIVERSITY DIVERSITY brand through diversity. Guided by our overall corporate principles and values, diversity is the spark that ignites the human experience in new ways to help power our company’s http://h50146.www5.hp.com/lib/info/hr/10policy-diversity&wlb.pdf http://www.peoplefocus.co.jp/OD/divercity2.html success for next 100 years. 139 Tuesday, October 27, 2009
  • Harley-Davidson : : : 140 Tuesday, October 27, 2009
  • http://www.roche.com/corporate_principles_in_eight_languages.pdf 141 Tuesday, October 27, 2009
  • Roche Roche Corporate Principles These are the guiding principles which embody our vision of the company we strive to be: an innovative company which enjoys the pride of its employees and deserves the lasting trust of its partners. MISSION Our aim as a leading healthcare company is to create,produce and market innovative solutions of high quality for unmet medical needs. Our products and services help to prevent,diagnose and treat diseases, thus enhancing people’s health and quality of life. We do this in a responsible and ethical manner and with a commitment to sustainable development respecting the needs of the individual,the society and the environment. 142 Tuesday, October 27, 2009
  • Roche VALUES < > <Service to Patients and Customers> A prime objective of Roche is to meet the patients’ and customers’ needs for high quality products and services. This implies identifying and solving their problems and anticipating their future needs by maintaining close contacts with them and listening to what they say. Our commitment includes full respect for patients’ individual rights. 143 Tuesday, October 27, 2009
  • Roche <Respect for the Individual> < > We believe that the success of our company depends on the combined talents and performance of dedicated employees. For this reason,we want: to build respect for the individual into all our work by ensuring that all members of the organisation understand their responsibility to respect each other’s rights and dignity; our people to develop their talents and make optimal use of their abilities and potential and to encourage information- sharing and open dialogue; to provide recognition based on performance and contribution to Roche’s success; to promote diversity and equal opportunities; everyone in the organisation to work under optimal conditions of health and safety. 144 Tuesday, October 27, 2009
  • Roche <Commitment to Responsibility> < > We want to meet high standards of performance and corporate responsibility in all our activities and we apply our Corporate Principles in our dealings with business partners. We are committed to selecting, developing and promoting employees and managers with self-drive and empathy who: • combine professional competence with a leadership style that motivates people to high performance; • have an open mind and a sense of urgency, understand the needs of the company and have the courage to question conventional wisdom; • have the flexibility required to broaden their experience; • live these corporate principles in their decisions and actions. 145 Tuesday, October 27, 2009
  • Roche <Commitment to Performance> < > We aim to continuously create value for our stakeholders and to achieve sustainable,high profitability. We do this in order to maintain our commitment to research,to ensure our growth and independence, to provide employment opportunities,to cover risks and to pay an attractive return on invested capital. <Commitment to Society > < > We want to maintain high ethical and social standards in our business dealings,in our approach to medical science, in our efforts to protect the environment and ensure good citizenship. We will maintain these standards by adherence to local, national and international laws and co-operating with authorities and in proactively communicating with the public. We support and respect the human rights within the sphere of our influence. We recognise the need to work in partnership with our stakeholders, regularly seeking their views and taking them into account. 146 Tuesday, October 27, 2009
  • Roche <Commitment to the Environment> < > As part of our commitment towards sustainable development we proactively seek to employ new,more sustainable technologies and processes and to minimise our impact on the environment. < > <Commitment to Innovation> Innovation across all aspects of our business is key to our success. Being active in high-technology fields, we must recognise new trends at a very early stage and be open to unconventional ideas. We see change as an opportunity and complacency as a threat. We therefore encourage everywhere in the company the curiosity needed to be open to the world and new ideas. 147 Tuesday, October 27, 2009
  • Roche <Continuous Improvement> < > We are committed to benchmarking our principles and achievements against the industry and best practice; this includes transparent reporting. We will continue to put in place directives and processes that enable us to implement each of our Corporate Principles. Entry into Force The Roche Corporate Principles of 1990 were reviewed, amended and adopted by the Corporate Executive Committee on January 14,2003,and approved by the Board of Directors on February 24,2003. The amended Roche Corporate Principles enter into force on February 25,2003. 148 Tuesday, October 27, 2009