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Supplement
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Reference no. 9-303-035
Published by: Harvard Business Publishing
Originally published in: 2002
Version: 8 February 2005
Length: 16 pages
Data source: Field research

Abstract

How a strategic change agenda is implemented depends on leaders below the top in every function and geographic region translating the agenda into actions. But those actions do not always unfold as planned. This case examines the first 16 months of a turnaround from the perspective of implementers in the field. It describes business issues, organizational design dilemmas, and the cultural and behavioral challenges of implementing change in a global company.
Industry:
Size:
31,000 employees, USD9 billion revenues
Other setting(s):
2001-2002

About

Abstract

How a strategic change agenda is implemented depends on leaders below the top in every function and geographic region translating the agenda into actions. But those actions do not always unfold as planned. This case examines the first 16 months of a turnaround from the perspective of implementers in the field. It describes business issues, organizational design dilemmas, and the cultural and behavioral challenges of implementing change in a global company.

Settings

Industry:
Size:
31,000 employees, USD9 billion revenues
Other setting(s):
2001-2002

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