Samsung

Samsung's product portfolio is vast, covering CE/IT products to the world's 4th largest entertainment park, luxury hotels, and even military heavy equipment.

Luckily, many of its items are top in the market.

Samsung is known for its management, and financially, it is very strong. The group does not perform regular layoffs like other companies of similar rank in the US, due to government regulations in South Korea. Job security is generally better than at other global companies.

The group has grown by fighting in the red ocean and is more resilient than any other company in the world. Probably, its perseverance in conducting business in the red ocean is the best in the world. You can see what happened in the chicken-and-egg game of the memory chip business.

Many Samsung employees stay for their entire career at Samsung and do not know or do not want to know other companies. Generally, the employees have very high loyalty to the corporation, and the executives devote their entire lives to the company.

Engineering managers do not have full power of hiring and finance. Any significant decision has to be approved by the finance and HR department. Even the CEO has to go through this process.

The chairman's office functions like an emperor's house in an old Asian dynasty. The president and CEO are appointed by the key people in the chairman's office.

The group and its executives are reluctant to adapt disruptive innovations into products first in the market. They tried this for the Gear watch, but failed to create a new market. The group has no experience of success in leading a new category of product. Serious DNA issues.

The success DNA is in fast following the disruptive products made by other companies and innovators. You can see what happens to Galaxy phones.

Foreign subsidiaries do not have equal or suitable decision power compared to HQ subsidiaries. HQ is a customer for foreign subsidiaries.

We need to make a new division or organization in HQ to achieve true disruptive innovations in the market. Foreign subsidiaries need to be better integrated with HQ counterparts and must communicate with a true spirit of globalization. Engineering divisions require significant power over independent finance and hiring, and executives should have more decision powers, detached from the chairman's office.