Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Stanford Business School
Version: 25 November 2019
Length: 24 pages
Data source: Field research
Abstract
Asahi Glass Co, Ltd in 2014 was the world's largest glass company, but the company faced flat revenues and increased global competition. Several of its flagship businesses projected few prospects for growth unless the company could develop new products and identify competitive strengths to compete within the rapidly changing global economy. AGC held leading global market shares in four major products: architectural glass, automotive glass, quartz glass, as well as fluorinated resins. The case study details the new CEO's plans to revitalize the thinking and workforce at AGC, and shift to an outward-looking focus that embraced change and could lead the company forward into new areas of business.
Time period
The events covered by this case took place in 2019.Geographical setting
Region:
Asia
Country:
Japan
About
Abstract
Asahi Glass Co, Ltd in 2014 was the world's largest glass company, but the company faced flat revenues and increased global competition. Several of its flagship businesses projected few prospects for growth unless the company could develop new products and identify competitive strengths to compete within the rapidly changing global economy. AGC held leading global market shares in four major products: architectural glass, automotive glass, quartz glass, as well as fluorinated resins. The case study details the new CEO's plans to revitalize the thinking and workforce at AGC, and shift to an outward-looking focus that embraced change and could lead the company forward into new areas of business.
Settings
Time period
The events covered by this case took place in 2019.Geographical setting
Region:
Asia
Country:
Japan