Subject category:
Strategy and General Management
Published by:
London Business School
Length: 38 pages
Data source: Field research
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Abstract
The LG Group, a highly diversified Korean Chaebol that was earlier known as the Lucky Goldstar Company, generated $38 billion in revenues and nearly $1 billion in profits in 1994. Confronting a rapidly changing business environment both at home and abroad, the Group launched a radical change programme in 1995 titled ''Leap 2005''. Described as a ''managerial revolution'', the programme aimed to transform the group into a world-class global institution that would generate $400 billion in revenues in the year 2005, with profit rates that would be comparable with the world''s best companies in each of its different businesses. The case describes the overall architecture of this change programme as well as the actions the company has been taking up to the middle of 1996 to realise its breathtaking ambition.
Location:
Size:
USD38 billion annual revenues
Other setting(s):
Up to 1996
About
Abstract
The LG Group, a highly diversified Korean Chaebol that was earlier known as the Lucky Goldstar Company, generated $38 billion in revenues and nearly $1 billion in profits in 1994. Confronting a rapidly changing business environment both at home and abroad, the Group launched a radical change programme in 1995 titled ''Leap 2005''. Described as a ''managerial revolution'', the programme aimed to transform the group into a world-class global institution that would generate $400 billion in revenues in the year 2005, with profit rates that would be comparable with the world''s best companies in each of its different businesses. The case describes the overall architecture of this change programme as well as the actions the company has been taking up to the middle of 1996 to realise its breathtaking ambition.
Settings
Location:
Size:
USD38 billion annual revenues
Other setting(s):
Up to 1996