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This is the first of a four-case series (IMD-3-1500 to IMD-3-1503). The (A) case chronicles the radical change management programme put in place at Oticon during the early 1990s by Lars Kolind, who was Managing Director at the time. Because of increasing competition, poor results and the firm''s inability to adapt to new technological developments, Kolind introduced a radical change programme, which significantly altered the management structure, organisational processes, job content and careers at the company. The newly transformed organisation became known as the ''spaghetti organisation''. Results improved dramatically. Meanwhile, Oticon garnered international attention and was hailed by many as an innovative and forward-thinking company.