New era of Sanoma Group
As a leading European media and learning company, the Sanoma Group is facing many economic, social and technological challenges, such as financial and management problems, lack of right communication channels in the organisation, declining sales, and the switch from traditional to digital media channels. These problems lead to the initiation of a new strategy which concentrates on creating an innovation focused organisation structure and entrepreneurial environment in order to become the leading multi-channel media company. The question is, can the Group find its place in this fast changing environment and how it should implement the adjustments. Our solution is focused on supporting the bottom up ideas from the beginning, …show more content…
According to the competency based framework, the entrepreneurial initiative should come from the lowest level of the organization with the help of innovators, supported by champions and brokers from the operational management and sponsors from the senior management (Hayton & Kelley, 2006; Burgelman, 2002). Thus, it is fundamental to build a special HR management system which is concerned for the business units in locations all over the …show more content…
They report to the parent on an occasionally basis. The parent is less hands on and therefore there will be little interference. It leaves the day to day decisions up to the manager of the specific country who are fully responsible for the performances and profitability of their units (Goold and Campbell, 2002).
• Sub-business: The sub-businesses at Sanoma Group are divided into digital, media and learning. These profit centres are focused on their own specific market in their country and report to the business unit management. They are responsible for the local operations such as the sales and marketing, and also for the bottom-line performance which include profitability.
The Sanoma group encourage the managers of the sub-business to become more entrepreneurial by giving them more autonomy and responsibilities. They are less responsible for their performances than the business unit, because the financial decisions are made in the business units level (Goold and Campbell,
As a leading European media and learning company, the Sanoma Group is facing many economic, social and technological challenges, such as financial and management problems, lack of right communication channels in the organisation, declining sales, and the switch from traditional to digital media channels. These problems lead to the initiation of a new strategy which concentrates on creating an innovation focused organisation structure and entrepreneurial environment in order to become the leading multi-channel media company. The question is, can the Group find its place in this fast changing environment and how it should implement the adjustments. Our solution is focused on supporting the bottom up ideas from the beginning, …show more content…
According to the competency based framework, the entrepreneurial initiative should come from the lowest level of the organization with the help of innovators, supported by champions and brokers from the operational management and sponsors from the senior management (Hayton & Kelley, 2006; Burgelman, 2002). Thus, it is fundamental to build a special HR management system which is concerned for the business units in locations all over the …show more content…
They report to the parent on an occasionally basis. The parent is less hands on and therefore there will be little interference. It leaves the day to day decisions up to the manager of the specific country who are fully responsible for the performances and profitability of their units (Goold and Campbell, 2002).
• Sub-business: The sub-businesses at Sanoma Group are divided into digital, media and learning. These profit centres are focused on their own specific market in their country and report to the business unit management. They are responsible for the local operations such as the sales and marketing, and also for the bottom-line performance which include profitability.
The Sanoma group encourage the managers of the sub-business to become more entrepreneurial by giving them more autonomy and responsibilities. They are less responsible for their performances than the business unit, because the financial decisions are made in the business units level (Goold and Campbell,