In the case of Coca-Cola, its corporate headquarters are based in Atlanta with a very dominant task-oriented role culture. After the subsequent death of the powerful and charismatic leader Robert Woodruff, the company has since lost some appeal of the power culture environment. Notably, the culture within is extremely strong with ties and loyalty to the product and company vision fervently attached. The goal of reaching the masses and making Coke more popular than water is a dream that is fast becoming commonplace. In light of its move to globalize, what the company did was to successfully invest heavily on Research and Development in meeting the needs of its customers worldwide.

With 80 percent of Coke's profits coming from sales outside the United States, Goizueta officially recognized the importance of the global nature of the business by reorganizing the Company's management structure. Previously, there had been two primary units namely classified under "North America" and "International". Now, he simply divided the world into five major groups, with North America being one of those partitions. "We not only see our business as global", he wrote, "but we manage it that way We understand that, as a practical matter, our universe is infinite, and that we, ourselves, are the key variable in just how much of it we can capture". (Pendergrast, 2000, p. 448.)

Thus going by the dogma of "think globally, but act locally". This catch-phrase probably originated with Goizueta, though other CEOs snapped...