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Abstract

In 1998, the CEO (chief executive officer) of Whirlpool Corporation decides to change the company's strategy significantly to escape an increasingly unattractive 'stalemate' in the appliance industry. The change he proposes involves a fundamental shift in the company's focus - from manufacturing to branding - and requires the development of altogether new organizational capabilities. Examines the full range of adjustments that the CEO must lead his management team to make throughout all the functions of Whirlpool. Distinguishes itself from other cases on strategic change by examining the challenge of change in a company that is not in crisis (yet).
Location:
United States
Size:
60,000 employees, USD10 billion revenues
Other setting(s):
1998
Case
-
Reference no. 9-706-S48
Spanish language
Subject category: Strategy and General Management
Authors: Jan W Rivkin (Harvard Business School); Dorothy Leonard-Barton (Harvard Business School); Gary Hamel (London Business School (LBS))
Published by: Harvard Business Publishing
Originally published in: 2005
Version: 6 March 2006
Length: 20 pages
Data source: Field research
Topics: Innovation; Leadership; Change management; Strategic planning; Competitive advantage; Manufacturing; Customer Relationship Management (CRM)
View full details
Supplement
-
Reference no. 9-705-463
Subject category: Strategy and General Management
Authors: Dorothy Leonard-Barton (Harvard Business School); Jan W Rivkin (Harvard Business School); Gary Hamel (Harvard Business School)
Published by: Harvard Business Publishing
Originally published in: 2005
Version: 6 March 2006
Length: 12 pages
Data source: Field research
Topics: Innovation; Manufacturing; Change management; Strategic planning; Customer relationship management; Leadership; Competitive advantage
View full details
Supplement
-
Reference no. 9-705-464
Subject category: Strategy and General Management
Authors: Dorothy Leonard-Barton (Harvard Business School); Jan W Rivkin (Harvard Business School); Gary Hamel (Harvard Business School); John Lafkas (Harvard Business School)
Published by: Harvard Business Publishing
Originally published in: 2005
Version: 6 March 2006
Length: 10 pages
Data source: Field research
Topics: Appliances; Change management; Competitive advantage; Customer relations; Innovation; Leadership; Manufacturing; Strategic planning
View full details

About

Abstract

In 1998, the CEO (chief executive officer) of Whirlpool Corporation decides to change the company's strategy significantly to escape an increasingly unattractive 'stalemate' in the appliance industry. The change he proposes involves a fundamental shift in the company's focus - from manufacturing to branding - and requires the development of altogether new organizational capabilities. Examines the full range of adjustments that the CEO must lead his management team to make throughout all the functions of Whirlpool. Distinguishes itself from other cases on strategic change by examining the challenge of change in a company that is not in crisis (yet).

Settings

Location:
United States
Size:
60,000 employees, USD10 billion revenues
Other setting(s):
1998

Related

Case
-
Reference no. 9-706-S48
Spanish language
Subject category: Strategy and General Management
Authors: Jan W Rivkin (Harvard Business School); Dorothy Leonard-Barton (Harvard Business School); Gary Hamel (London Business School (LBS))
Published by: Harvard Business Publishing
Originally published in: 2005
Version: 6 March 2006
Length: 20 pages
Data source: Field research
Topics: Innovation; Leadership; Change management; Strategic planning; Competitive advantage; Manufacturing; Customer Relationship Management (CRM)
View full details
Supplement
-
Reference no. 9-705-463
Subject category: Strategy and General Management
Authors: Dorothy Leonard-Barton (Harvard Business School); Jan W Rivkin (Harvard Business School); Gary Hamel (Harvard Business School)
Published by: Harvard Business Publishing
Originally published in: 2005
Version: 6 March 2006
Length: 12 pages
Data source: Field research
Topics: Innovation; Manufacturing; Change management; Strategic planning; Customer relationship management; Leadership; Competitive advantage
View full details
Supplement
-
Reference no. 9-705-464
Subject category: Strategy and General Management
Authors: Dorothy Leonard-Barton (Harvard Business School); Jan W Rivkin (Harvard Business School); Gary Hamel (Harvard Business School); John Lafkas (Harvard Business School)
Published by: Harvard Business Publishing
Originally published in: 2005
Version: 6 March 2006
Length: 10 pages
Data source: Field research
Topics: Appliances; Change management; Competitive advantage; Customer relations; Innovation; Leadership; Manufacturing; Strategic planning
View full details