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Case
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Reference no. IMD-7-2291
Published by: International Institute for Management Development (IMD)
Originally published in: 2022
Version: 24.01.2022
Revision date: 29-Mar-2022
Length: 16 pages
Data source: Field research

Abstract

LOGSTOR is a Danish company that is a global supplier of pre-insulated pipe systems. This case focuses on the leadership of Kim Christensen, a former board member who became CEO in 2017. The company was in the throes of a major crisis: it had shifted its focus away from its core business, and bankruptcy loomed. Kim's mandate was to turn LOGSTOR around, bring it back from the brink and restore performance and growth. As an 'inside-outsider' CEO, Kim had to focus on the financial, strategic and operational aspects of the turnaround, implementing an initiative known as 'back to black.' The case describes some of the key actions that Kim took during this period and the drivers of the changes he made, particularly with respect to company culture and getting employees and managers involved in the turnaround process. After two years, the company was solvent. Kim was gearing up to move LOGSTOR into a phase of profitable growth when the COVID-19 pandemic struck. The case explores some of Kim's initial actions. The pandemic-related crisis was very different from the company's previous crisis. The case closes in June 2020 and asks what type of leadership Kim will need to bring to address this crisis. During the case discussion, students will examine leadership, change management and organizational design issues.

Time period

The events covered by this case took place in 2017-2020.

Geographical setting

Region:
Europe
Country:
Denmark

Featured company

Logstor
Employees:
1001-5000
Turnover:
EUR 250 million
Industry:
Energy

About

Abstract

LOGSTOR is a Danish company that is a global supplier of pre-insulated pipe systems. This case focuses on the leadership of Kim Christensen, a former board member who became CEO in 2017. The company was in the throes of a major crisis: it had shifted its focus away from its core business, and bankruptcy loomed. Kim's mandate was to turn LOGSTOR around, bring it back from the brink and restore performance and growth. As an 'inside-outsider' CEO, Kim had to focus on the financial, strategic and operational aspects of the turnaround, implementing an initiative known as 'back to black.' The case describes some of the key actions that Kim took during this period and the drivers of the changes he made, particularly with respect to company culture and getting employees and managers involved in the turnaround process. After two years, the company was solvent. Kim was gearing up to move LOGSTOR into a phase of profitable growth when the COVID-19 pandemic struck. The case explores some of Kim's initial actions. The pandemic-related crisis was very different from the company's previous crisis. The case closes in June 2020 and asks what type of leadership Kim will need to bring to address this crisis. During the case discussion, students will examine leadership, change management and organizational design issues.

Settings

Time period

The events covered by this case took place in 2017-2020.

Geographical setting

Region:
Europe
Country:
Denmark

Featured company

Logstor
Employees:
1001-5000
Turnover:
EUR 250 million
Industry:
Energy

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