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Case
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Reference no. 9-706-S48
Spanish language
Published by: Harvard Business Publishing
Originally published in: 2005
Version: 6 March 2006

Abstract

This is a Spanish version. In 1998, the CEO of Whirlpool Corp decides to change the company's strategy significantly to escape an increasingly unattractive 'stalemate' in the appliance industry. The change he proposes involves a fundamental shift in the company's focus - from manufacturing to branding - and requires the development of altogether new organizational capabilities. Examines the full range of adjustments that the CEO must lead his management team to make throughout all the functions of Whirlpool. Distinguishes itself from other cases on strategic change by examining the challenge of change in a company that is not in crisis (yet).
Location:
Size:
USD10 billion revenues, 60,000 employees
Other setting(s):
1998

About

Abstract

This is a Spanish version. In 1998, the CEO of Whirlpool Corp decides to change the company's strategy significantly to escape an increasingly unattractive 'stalemate' in the appliance industry. The change he proposes involves a fundamental shift in the company's focus - from manufacturing to branding - and requires the development of altogether new organizational capabilities. Examines the full range of adjustments that the CEO must lead his management team to make throughout all the functions of Whirlpool. Distinguishes itself from other cases on strategic change by examining the challenge of change in a company that is not in crisis (yet).

Settings

Location:
Size:
USD10 billion revenues, 60,000 employees
Other setting(s):
1998

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