make a project plan that focused on verifying the most critical assump-
tions first. As soon as new knowledge was acquired, the project plan should
be revised and adapted accordingly. The general manager liked this way of
working since he was Chinese and knew from experience how fast the market
is developing in China and how risky it can be to base new business develop-
ment on wrong and dated assumptions. Nonetheless, the general manager
rejected working in this entrepreneurial manner, since he knew he might
lose face in front of the top management at headquarters in Denmark. The
Danish management would not take him seriously, if he first showed one
project plan and soon after showed them another plan. In this company, a
well-documented business case and plan was an important decision basis for
initiating new projects and investments. To the Danes, changing an approved
plan was considered bad project management regardless of the unpredictable
market dynamics.
tendency to develop "one size fits all" processes, since it takes more resources and
increases complexity to develop, implement and maintain several processes. However,
as the case illustrates, standardized business processes and principles used at the
company HQ are often not suited for the very different and rapidly changing conditions
that exist in the local Chinese market.
Having several styles of operating within the same company obviously require greater
managerial agility at HQ.
will adhere quite strictly to its brand value and corporate identity in order to build
and maintain a strong relationship with customers. Naturally, the company will try to
protect the brand from devaluation.