Published by:
Harvard Business Publishing
Length: 12 pages
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Abstract
A financial crisis at Poland''s Szczecin shipyard in 1990 led to the appointment of aggressive reformer Krzysztof Piotriwski as manager. Piotrowski and his team undertook both financial and operations restructuring, focusing their efforts on midsize container ships. In 1993, the shipyard was doing well enough for Piotrowski and the four unions to meet with the minister of privatization about privatizing the yard. Despite the shipyard''s remarkable progress, Piotrowski''s team knows it cannot rest on its laurels. Productivity still lags behind Korea and Japan, and China and Brazil compete on wages. Piotrowski''s experience, however, highlights what managers must accomplish if restructured enterprises are to have a hope of long-term competitiveness.
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Abstract
A financial crisis at Poland''s Szczecin shipyard in 1990 led to the appointment of aggressive reformer Krzysztof Piotriwski as manager. Piotrowski and his team undertook both financial and operations restructuring, focusing their efforts on midsize container ships. In 1993, the shipyard was doing well enough for Piotrowski and the four unions to meet with the minister of privatization about privatizing the yard. Despite the shipyard''s remarkable progress, Piotrowski''s team knows it cannot rest on its laurels. Productivity still lags behind Korea and Japan, and China and Brazil compete on wages. Piotrowski''s experience, however, highlights what managers must accomplish if restructured enterprises are to have a hope of long-term competitiveness.