Page 89 - Harnessing the Strengths

72 ■ Servant-Leadership in the Intercultural Practice

g

(1,10) (10,10)
Transcultural
corporation

Global centralized corporation (5,5)

Global

Multinational
corporation
(10,1)
International
corporation

Decentralized multinational
Figure 6.3 Centralized versus decentralized

at the same time, they learn best practices, which they then
spread across the entire company.
Sematech, the International Institute for Semiconduc-
tors, has a different approach. Sematech was an American
initiative, meant to compete against the quickly develop-
ing economies of Southeast Asia. At Sematech, American
companies worked closely to beat Japanese and Korean
competitors. The cooperation between former rivals Intel,
AMD, and National Semiconductor was so successful that,
in just five years, they almost wiped away the international

competition. The strategy worked, and the most excep-
tional part about it was, at the moment of success, instead
of discontinuing the cooperation, it was expanded! Former
competitors in Europe, Philips and Siemens joined, and in
Asia, Samsung and Sony were invited to join the group.
They all heartily accepted the invitation. This is an example