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Published by: International Institute for Management Development (IMD)
Originally published in: 2005
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

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

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