The paper "Strategic Management: Sony Restructuring Attempts" is a wonderful example of a case study on management. Sony Corporation, known as the Japanese multinational Communications and Electronics giant has been under enormous restructuring in its operations recently, most perceptibly in the period from 1994 to 2008 (Press Release 1996). During this period, the company experienced five radical restructuring in the organization done to complement Sony’ s Strategy Internationally and to counter the fast technological changes, which occur during the specified period (Sandra 1997). This paper discusses and tries to make an analysis of the changes done to Sony structurally in the years between 1994 and 2008 basing on ‘ The Unified Dispersed Management Model' (Tomoko 2010). ’ The paper also looks into the subsequent implications of the restructuring of Sony as an electronic company.
The paper is overly a discussion on the organizational restructuring that the Japanese communication and electronics giant Sony Corporation (Sony) tried between the years 1994 and 2008. It looks at Sony's business operations in this period as having been restructured at least five times within the years. The paper provides a description of each of the five restructuring exercises detailed and examines their ideal implications for the company.
In general, it also looks into the impact of the respective structural changes on the performance of Sony financially. The objective of the entire change for Sony was to enhance shareholder value via what the company called "Value Creation Management (Press Release 1996). " The “ unified dispersed” management model later adopted was geared towards resources within the Group complementing each other (Tomoko 2010). The new Group architecture for Sony had autonomous, self-contained business units and created a headquarters having a strong coordination role (Tom 2009).
Commenting on an announcement, Sony President Nobuyuki Idei asserted that, "With the newly developing digital network technology evolution, the three pillars of the Group including entertainment, electronics, and insurance as well as finance had to face rapid changes (Sandra 1997). ”
Press Release 1999, Sony Announces New Group Architecture for Network-Centric Era (March 9, 1999), retrieved on 25 August 2010, from, http://www.sony.net/SonyInfo/News/Press_Archive/199903/99-030/index.html
Press Release 1996, Sony Announces a New Corporate Structure: designed to reinforce headquarters, R&D and company functions (January 16, 1996), retrieved on 25 August 2010, from, http://www.sony.net/SonyInfo/News/Press_Archive/199601/96O-004E/index.html
Richard, S 2004, restructuring costs hurt Sony profit (January 28, 2004), retrieved on 25 August 2010, from, http://news.cnet.com/Restructuring-costs-hurt-Sony-profit/2100-1047_3-5149500.html
Sandra, S 1997, Sony's Leading Man; Nobuyuki Idei's Shrewd Restructuring Has Lifted the Giant Back on Top, the Washington Post (May 29, 1997), retrieved on 25 August 2010, from, http://www.highbeam.com/doc/1P2-727919.html
Tomoko, H 2010, Sony benefiting from restructuring, better sales (July 28, 2010), retrieved on 25 August 2010, from, http://finance.yahoo.com/news/Sony-benefiting-from-apf-4026361573.html?x=0&.v=1
Tom, M 2009, Sony announces restructuring, $2.9 billion loss (Jan 2009), retrieved on 25 August 2010, from, http://www.gamespot.com/news/6203468.html
Traian, T 2008, Sony Shares Hit by Restructuring Plan Announcement, (Dec 10, 2008) retrieved on 25 August 2010, from, http://news.softpedia.com/news/Sony-Shares-Hit-by-Restructuring-Plan-Announcement-99753.shtml