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Case
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Reference no. 9-399-010
Subject category: Strategy and General Management
Authors: Christopher A Bartlett (Harvard Business School); Anthony St George (Harvard Business School)
Published by: Harvard Business Publishing
Originally published in: 1998
Version: 5 January 2001
Length: 20 pages
Data source: Field research
Topics: International business; Leadership; Change management; Organizational culture; Corporate strategy; Organizational change; Business growth; Strategy formulation; Multinational corporations; Competitive advantage; Transformations
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Abstract

Describes the strategic, organizational, and management changes that led Acer from its 1976 startup to become the world's second-largest computer manufacturer. Outlines the birth of the company, the painful 'professionalization' of its management, the plunge into losses, and the transformation under founder Stan Shih's radical 'fast food' business concept and his 'client server' organization model, which are put to the test when a young product manager in Acer America develops a radically new multimedia home PC with global potential. Shih must decide whether to give an inexperienced manager in a loss-generating subsidiary the green light.
Location:
Taiwan
Industry:
Computers & electronics
Size:
USD3.2 billion revenues; 5,800 employees
Other setting(s):
1976-1995
Teaching note
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Reference no. 5-399-147
Subject category: Strategy and General Management
Authors: Christopher A Bartlett (Harvard Business School)
Published by: Harvard Business Publishing
Originally published in: 1999
Version: 8 November 2012
Revision date: 12-Dec-2012
Length: 14 pages
Data source: Field research
View full details

About

Abstract

Describes the strategic, organizational, and management changes that led Acer from its 1976 startup to become the world's second-largest computer manufacturer. Outlines the birth of the company, the painful 'professionalization' of its management, the plunge into losses, and the transformation under founder Stan Shih's radical 'fast food' business concept and his 'client server' organization model, which are put to the test when a young product manager in Acer America develops a radically new multimedia home PC with global potential. Shih must decide whether to give an inexperienced manager in a loss-generating subsidiary the green light.

Settings

Location:
Taiwan
Industry:
Computers & electronics
Size:
USD3.2 billion revenues; 5,800 employees
Other setting(s):
1976-1995

Related

Teaching note
-
Reference no. 5-399-147
Subject category: Strategy and General Management
Authors: Christopher A Bartlett (Harvard Business School)
Published by: Harvard Business Publishing
Originally published in: 1999
Version: 8 November 2012
Revision date: 12-Dec-2012
Length: 14 pages
Data source: Field research
View full details