Product details

In the closing months of 1985, the president and chief executive officer of Hiram Walker initiated a thorough review of the company''s management structure. A consultant was engaged to interview a range of senior executives and to prepare an independent assessment of the company''s situation. Later, in a move that was unprecedented for Hiram Walker, the whole problem of growth was put on the table for discussion at the December meeting of over 60 executives. At this time it was announced that two tasks forces, one for North America and another for International, were being appointed with a charge to identify organizational issues and options and to report to the management committee by April 1. Some key findings and proposed actions of the task force were challenged by a number of executives. What should be done now?