A Company Odyssey in the South
This chapter recounts the successive reforms experienced over almost thirty years by the Cameroon Electricity Corporation. Its history is emblematic of the issues facing companies in emerging countries. First of all, it illustrates the remarkable permanence, over the long term, of a set of Cameroonian cultural traits. However, these national culture specificities have only been addressed episodically during successive modernizations. The first part summarizes the analyses carried out in the early 1990s on the ‘hyper-centralization’ of the company and the subsequent implementation of a detailed procedures manual to reduce it. The second part displays the disappointing results of the universal management solutions later applied to comply with the privatization recommended by the World Bank. This story shows that changes in corporate culture are possible as long as they are in line with the persistent universes of cultural meanings.