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"Michelin, the global tire manufacturer, faces significant challenges in implementing its strategic transformation towards diversifying its business lines and shifting its corporate culture.

Leadership hurdles include managing change effectively, acquiring and retaining talent with new skill sets, and integrating diverse organizational cultures.

Michelin's historical product-centric culture and risk-averse mindset need to evolve to prioritize customer experiences and embrace innovation. The dominance of French culture and language among leadership adds another layer of complexity when aligning with more action-oriented cultures, particularly in North America.

Strategically, the company must navigate the competitive landscape of mobility services and solutions while convincing customers to adopt its broader offerings.Michelin's success hinges on clear communication, employee involvement, training, and a well-executed diversification strategy that aligns with its growth objectives while preserving its core values and brand identity.

In John W. Tukey's book "Exploratory Data Analysis" (1977), the renowned statistician, known for developing statistical tests for analyzing data, argued that creating visual representations of data through plots, charts, and graphs is more insightful than relying solely on statistical tests.

To apply this concept to organizational culture in Michelin's case, the Organizational Culture Assessment Instrument (OCAI) can be used to plot the organization's cultural profile. This profile is a visual representation of the organization's dominant culture type based on ratings of core attributes. The culture profiles will further help reveal the organization's culture as it exists presently. There is an emphasis on the significance of understanding an organization's dominant culture and its compatibility with the competitive environment. A strong culture is associated with unity and common vision, while balanced or eclectic cultures may be suitable for different circumstances. Leadership and management competencies linked to each culture type are considered valuable and necessary for organizational effectiveness."