«National subsidiaries are influenced and sometimes even limited by intragroup policies, strategies and culture. Using the method "Netmapping®", the group guidelines are framed and refined for the national circumstances. Furthermore, the management team extends existing requirements with their own objectives and actions to reach enduring success.»
Dr. Jürg Honegger, Netmapping® Moderator
A multinational company decides to incorporate a national subsidiary in Switzerland. The new team is built of a heterogeneous group of specialists. To reach a common understanding of the relevant interrelations and to break the concern-guidelines down into the national conditions, the CEO decided to apply the method "Netmapping®".
Key aspects of the mandate
Development of a business model (Netmap) for the national subsidiary
Determination of the room to manoevre for the local management and deduction of ways to take advantage of them
Coordination of objectives and actions between the multinational headquarter, the national subsidiary and its departments
Periodic review of the success of implementation
The Netmapping® process
The Netmapping® process consists of several 2-day workshops (cf. chart above):
Due to this classification, only the relevant cause-and-effect relations are included in the Netmap. Concern guidelines are included as external influences.
«The idea of finding a common direction with my team within two days seemed to be impossible initially. In the process of generating our Netmap, we discussed all important aspects of our business, particularly the ones we didn't agree on. On the one hand this experience welds together the team. On the other hand it obviates inefficient debates on principles during daily business.»
CEO of a national subsidiary
Your benefit with Netmapping®