Linking HR and corporate strategy: Dyson Appliances
INTRODUCTION This shorter and more concrete chapter follows on very closely from Chapter 2. In it we trace the development of Dyson Appliances’ corporate/business strategy from the early 1990s to the early 2000s, together with the organization and people strategies and success factors. We argue that by using our framework for linking, this identiﬁes major issues for James Dyson – some he is already addressing, and some that perhaps he may not yet be addressing fully. Our core mission is referred to throughout as ‘HR strategy’, as this is still the most conventional term currently in use.