Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 02.02.2007
Length: 6 pages
Data source: Field research
Abstract
This is the third of a four-case series (IMD-3-1500 to IMD-3-1503). The (C) case begins in 1997, with the departure of Managing Director Lars Kolind, and the appointment of Niels Jacobsen, as Chief Executive Officer. Having opted for a full line supplier strategy, Oticon''s results continue to improve dramatically. The new strategy also led to a new organisational structure, which presented certain challenges for the company. The case ends in 2003 with Oticon trying to reconcile its new organisational structure with its growing headcount and changes in the competitive landscape.
Location:
Industry:
Size:
Sales in excess of USD500 million
Other setting(s):
1997-2003
Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 13.09.2005
Length: 9 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 02.02.2007
Length: 3 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 02.02.2007
Length: 6 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Length: 17 minutes
Data source: Field research
Notes: File size 1.35GB. Click for more information.
About
Abstract
This is the third of a four-case series (IMD-3-1500 to IMD-3-1503). The (C) case begins in 1997, with the departure of Managing Director Lars Kolind, and the appointment of Niels Jacobsen, as Chief Executive Officer. Having opted for a full line supplier strategy, Oticon''s results continue to improve dramatically. The new strategy also led to a new organisational structure, which presented certain challenges for the company. The case ends in 2003 with Oticon trying to reconcile its new organisational structure with its growing headcount and changes in the competitive landscape.
Settings
Location:
Industry:
Size:
Sales in excess of USD500 million
Other setting(s):
1997-2003
Related
Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 13.09.2005
Length: 9 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 02.02.2007
Length: 3 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 02.02.2007
Length: 6 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Length: 17 minutes
Data source: Field research
Notes: File size 1.35GB. Click for more information.