Product details

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Abstract

This is the first of a two-case series (300-153-1 and 300-154-1). The cases serve as a good introduction to any Strategic Management course and they essentially put forward contrasting reasons for the success of Semco. They examine how strategy happens in practice. Semco A suggests that success is related to Ricardo Semler and the innovative management practices he has introduced since taking over from his father. This case uses a number of quotes from Semler and others and these help the reader to gain a feel for the management style and culture permeating within Semco. Semco B on the other hand, suggests that success is related to changes in strategy at Semco in response to changing environmental and broader macroeconomic factors. A number of economic indicators help facilitate analysis within the case. In reality, success is likely to be as a consequence of the points raised in both cases.
Location:
Industry:
Size:
USD100 million in 2000
Other setting(s):
1900-2000

About

Abstract

This is the first of a two-case series (300-153-1 and 300-154-1). The cases serve as a good introduction to any Strategic Management course and they essentially put forward contrasting reasons for the success of Semco. They examine how strategy happens in practice. Semco A suggests that success is related to Ricardo Semler and the innovative management practices he has introduced since taking over from his father. This case uses a number of quotes from Semler and others and these help the reader to gain a feel for the management style and culture permeating within Semco. Semco B on the other hand, suggests that success is related to changes in strategy at Semco in response to changing environmental and broader macroeconomic factors. A number of economic indicators help facilitate analysis within the case. In reality, success is likely to be as a consequence of the points raised in both cases.

Settings

Location:
Industry:
Size:
USD100 million in 2000
Other setting(s):
1900-2000

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