Define the current strategy of Sony To remain competitive and confront emerging challenges from its rivals, Sony Corporation has adopted a restructuring strategy resulting in organizational culture change, cost-cutting, and streamlining of operational processes. Sony’s restructuring strategies were a big boost in cost reduction at the firm. The streamlining of the business categories, product models, and overlapping initiatives produced a more cost-effective company. The dismantling of the silo culture contributed to a more compact and centralized command center for the firm. Such a centralized system with the right people at the helm was critical in turning Sony’s fortunes around. Sony Corporation also embraced organizational culture change as a strategy in several ways. Sony infused young blood at the management levels at the expense of the traditional Japanese set up creating a more robust, dynamic, and versatile firm. Sony Corporation also did away with the culture of retaining retired staff as advisors. The firm dismantled the ‘stand-alone’ or silo culture among various departments. The dismantling of such silos to introduce a more compact organization was aptly captured by the slogan ‘Sony United’. Howard Stringer marketed the concept to produce more coordinated cooperation between various departments. In a nutshell, Sony’s strategies are geared towards greater product innovation, cost-cutting measures, and streamlining of operational processes. Evaluate the strategy being adopted by Sony to regain lost market share. About the material presented in the book Strategy for Business, which theory/concept that the current strategy of Sony was based on. You need to critically justify your argument Sony adopted transformative leadership, joint ventures, cost-cutting measures, innovation, consumer focus, and consolidation strategies to regain its market share. Transformative leadership The appointment of Howard Stringer, a non-Japanese, as Sony Corporation’s Chief Executive Officer (CEO) marked a significant leadership change at the firm. Howard Stringer was a high achiever. For example, while serving at the CBS Company where he started his journalism career, Howard Stringer helped the company win several accolades (Sony 2012, p.1). Before assuming the post of Sony’s CEO, Howard Stringer had served as the Chief Operating Officer (COO), President, Chief Executive Officer (CEO), and Chairman of Sony Corporation of America (Sony 2012, p.1). Howard Stringer initiated several radical restructuring measures that helped the company regain its footing in the electronics business. He reduced Sony’s business categories, consolidated product portfolio, and dismantled redundant business processes. He introduced the ‘Sony United’ concept aimed at dismantling the silo culture that was highly prevalent in the company. This enabled the company to work in a team environment with better consultations between departments. Finally, the company reoriented its focus on “…high growth business like HD products, mobile products, semiconductor/key component devices, and network-enabled products and appliances” (IBSCMR 2010, p.1). Howard’s efforts paid off in Sony’s desire to re