Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 30.05.2014
Length: 3 pages
Data source: Field research
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Abstract
This is part of a case series. The (A) case describes a classic crisis situation. A new executive is brought in to lead a company in big trouble. It is suffering from falling profits, low employee morale, falling market share, and a demoralized management team. The previous chief executive had responded to these challenges by simultaneously investing in new and innovative products, and rigorously cutting costs. The new executive spends some time listening to the employees and, at the end of the case, must decide what to do, and convince his management team to follow him.
Location:
Industry:
Size:
3,000 employees in Ecuador, more than 200,000 worldwide
Other setting(s):
2012-2013
Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 30.05.2014
Length: 5 pages
Data source: Field research
About
Abstract
This is part of a case series. The (A) case describes a classic crisis situation. A new executive is brought in to lead a company in big trouble. It is suffering from falling profits, low employee morale, falling market share, and a demoralized management team. The previous chief executive had responded to these challenges by simultaneously investing in new and innovative products, and rigorously cutting costs. The new executive spends some time listening to the employees and, at the end of the case, must decide what to do, and convince his management team to follow him.
Settings
Location:
Industry:
Size:
3,000 employees in Ecuador, more than 200,000 worldwide
Other setting(s):
2012-2013
Related
Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 30.05.2014
Length: 5 pages
Data source: Field research