1892
1899
1900
1912
1919
Founded in Holland
Products exported to Japan, Canada, Brazil, Russia, Australia
The 3rd largest light-bulb producer in Europe
Built sales organizations in US, Canada, France
An agreement with GE
-- from highly "centralized" to "decentralized"
-- autonomous marketing companies
A Brief history
1930's The Great Depression, trade barriers & high tariffs
-- built local production facilities
World War 2
-- top management to US, research labs to England (R&D)
-- 14 product divisions in Eindhoven, Holland (PDs)
-- built national organizations (NOs)
Reorganisation of Philips
1970s
Competitors’ centralised production facilities
Avoid duplication and increase efficiency
Decentralised
PHILIPS Destruct structure •
Decisions made by subsidiaries
•
Different individual product line
•
Autonomy in national organisation
High cost
Reorganisation of Philips
1990s
Boonstra
A plate of spaghetti
A neat row of asparagus
7 Global Business
Divisions
21
Divisions
=
Responsible for
- Global product development - Production
- Marketing
+
Digital Revolution
&
Lowcost areas
Reorganisation of Philips
2008
2015
3 Global Divisions
1.
2.
3.
2 Global Divisions
Health Care
Lighting
Consumer Lifestyle
1.
2.
Healthcare &
Consumer Electronics
Lighting
CEO
Heads of Divisions
National Organisations
Local sales + Market efforts
Philips
Organisation structure
Current organisation structure (2014)
CEO of Royal Philips
• chief strategy innovation manager
• Legal officer
• Human Resource officer
• CEO of consumer lifestyle
• CEO of lighting
• Chief Financial officer
• CEO of china
• Chief market leader
Philips structure of lighting product division in Australia & New
Zealand
Stages model
This model focuses on
Foreign Product Diversity
Foreign sales as a percentage of total sales
Philips company with regards to the stages model
Philips is currently using worldwide product division structure
High foreign product diversity
High percentage of foreign sales
Aims to move to global matrix structure
Stage model analysis
High
Philips
Strategy
Foreign
Product
Diversity
Low
Low
Foreign sales as a percentage of Total Sales
High
Integration-Responsiveness-learning
Framework
• 1980's Philips used to be a multidomestic decentralized federation.
• Responded quickly to local needs and over dependent on the local supply.
• Presently, Philips moved towards transnational completeness by gaining greater control over manufacturing and R&D with central product divisions.
Further Integration by Subsidiaries learning from each other.
• High inter unit learning by encouraging the senior managers to work at different locations and in different product divisions
IRL Framework
Pressures of