Tarco Gmbh: The Loss of Navigating Without a Map

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the organizations basic values since they are culture carriers and they are the ones implementing the strategies and processes within the organization. The employees look to the leaders for guidance and act accordingly. Seminars for both leaders, managers and employees would make it easier to create a dialog, integration, strengthen the organizational culture, and an understanding of how everyone can work together to achieve the organizational goals. Teambuilding between, as well as within, the different departments would emphasize the importance of teamwork, collaboration, and showcase the value of seeing the different departments in-depth knowledge as important assets.

TARCO has a problem with its underlying culture, meaning the things that aren’t visible on the surface but that reflect the organizations actions and values, also referred to as ”the bottom of the iceberg”. Today TARCOs strategic focus are internal and they act as the competitive environment is stable. They are not able to adapt to the changes in the market or meet the customer needs, this reflect a flexible environment. Therefore TARCOs cultural strategy should go from a ”Bureaucratic culture” to an ”Adaptability culture”, which has an external focus. With an adaptability culture the organization would be able to become more aware of external stakeholders needs, demand and interests. This culture also work well in technological organizations like TARCO which exist in an environment of constant change and innovation. If the organization isn’t sufficiently innovative and arn’t able to adapt to environmental changes quickly it can lead to devastating consequences. Still one important aspect is that TARCO has to continue to have an internal perspective so that they are able to continuously make strategic decisions and steer the organization in the right direction in line with the organizational goals and values.

TARCO has experienced a solid growth in recent years and one of the dangers in a successful organization is that the culture can become set and indisposed to change. In an unadaptive culture there is a risk that the managers don’t encourage change and instead only focus on their own projects. TARCO is a clear example of this.

TARCO should also undergo a structural re-organization, we would recommend a horizontal structure to make it easier to implement the mutual strategy and processes for the organization.