Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 01.02.2007
Length: 7 pages
Data source: Field research
Share a link:
https://casecent.re/p/11396
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Abstract
This is the first of a three-case series (IMD-3-1074 to IMD-3-1076) which describes Canon''s pan-European restructuring. The (A) case explores Canon''s situation in the late 1990s. The newly appointed CEO was considering how Canon Europe should respond to changes in the competitive environment. Any attempts to harness European-wide synergies would challenge the semi-independent National Sales Organisations - the foundations of Canon''s past successes. What should be the best way forward? If change is necessary, what is the best way to manage the change process ie, how to balance the challenge of urgency versus organisational buy-in? A video ''IMD-3-1074-V'' is available to accompany the case series.
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Abstract
This is the first of a three-case series (IMD-3-1074 to IMD-3-1076) which describes Canon''s pan-European restructuring. The (A) case explores Canon''s situation in the late 1990s. The newly appointed CEO was considering how Canon Europe should respond to changes in the competitive environment. Any attempts to harness European-wide synergies would challenge the semi-independent National Sales Organisations - the foundations of Canon''s past successes. What should be the best way forward? If change is necessary, what is the best way to manage the change process ie, how to balance the challenge of urgency versus organisational buy-in? A video ''IMD-3-1074-V'' is available to accompany the case series.