Subject category:
Finance, Accounting and Control
Published by:
Harvard Business Publishing
Version: 5 December 1997
Length: 21 pages
Data source: Field research
Abstract
Less than a year after Sealed Air embarked on a program to improve manufacturing efficiency and product quality, the company borrowed almost 90% of the market value of its common stock and paid it out as a special dividend to shareholders. Management purposefully and successfully used the leveraged recapitalization as a watershed event, creating a crisis that disrupted the status quo and promoted internal change, which included establishing a new objective, changing compensation systems, and reorganizing manufacturing and capital budgeting processes.
Location:
Industries:
Size:
USD385 million sales, 2,000 employees
Other setting(s):
1989
About
Abstract
Less than a year after Sealed Air embarked on a program to improve manufacturing efficiency and product quality, the company borrowed almost 90% of the market value of its common stock and paid it out as a special dividend to shareholders. Management purposefully and successfully used the leveraged recapitalization as a watershed event, creating a crisis that disrupted the status quo and promoted internal change, which included establishing a new objective, changing compensation systems, and reorganizing manufacturing and capital budgeting processes.
Settings
Location:
Industries:
Size:
USD385 million sales, 2,000 employees
Other setting(s):
1989