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Authors: Vincent Giolito (Solvay Brussels School of Economics and Management); Paul Verdin (Solvay Brussels School of Economics and Management)
Originally published in: 2017
Version: 20-Jan-2017
Revision date: 30-Jan-2017

Abstract

How to manage strategic errors? The Fortis case presents students a complex situation in which top executives at a major Belgian bank had to navigate the consequences of a major strategic decision, the acquisition of a rival almost its size, at a time when the financial crisis was brewing. The Fortis case helps students delineate organizational errors and strategic errors. More importantly, it provides with insights from research about how to act when errors occur.
Industries:
Size:
80,000 employees
Other setting(s):
2007-2008

About

Abstract

How to manage strategic errors? The Fortis case presents students a complex situation in which top executives at a major Belgian bank had to navigate the consequences of a major strategic decision, the acquisition of a rival almost its size, at a time when the financial crisis was brewing. The Fortis case helps students delineate organizational errors and strategic errors. More importantly, it provides with insights from research about how to act when errors occur.

Settings

Industries:
Size:
80,000 employees
Other setting(s):
2007-2008

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