The result of survey in 2003 shows that strategies addressed by corporate is not penetrated thoroughly to members. For example, a part of strategiesare not clearly stated, and some others are not conveyed to lower ranks. What’s more, some strategies are described too complex to grasp their meanings.Realizing these shortages and limitations of the previous strategies, the corporate revised them and implemented new strategies. Compared to last survey, more members are involved in survey in 2004. The results of this survey show that great improvement has taken place than 2003. More important, middlemanagers plays vital role in sharing mission and the core values. That is to say, if more emphasis were extended to lower managers, the effect would greater. Also, there are detailed information through Henkel will find the corporate is making progress in many aspects. For instance, compared to the survey in 2003, about 9% improvement happens on core values sharing.
在2003的调查显示，通过企业的战略是不渗透彻底构件的结果。例如，没有明确的方案的一部分，和其他一些不传达给下级的。更重要的是，一些策略的描述过于复杂，理解它们的含义。实现这些不足和局限性的策略，企业就修订和实施新的策略。上次调查相比，更多的成员在调查涉及的2004。本次调查结果显示，极大的改善发生超过2003。更重要的是，中层管理者在共享的使命和核心价值观起着至关重要的作用。也就是说，如果更多的重点扩展到较低的管理者，效果会更大。同时，有详细的信息通过汉高会发现企业在许多方面取得进展。例如，相对于2003的调查，在核心价值观共享发生约9%的改善。
