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Case
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Reference no. 306-518-1
Authors: Ashok Som
Published by: ESSEC Business School
Originally published in: 2006
Version: 1 September 2014
Revision date: 10-Sep-2014

Abstract

This is the update of the case 'Lafarge: From a French Cement Company to a Global Leader'. The case discusses the recent changes that Lafarge faced after there was a chief executive officer (CEO) succession. It discusses what usually new CEOs do after they assume power and how the global 'mantra' of value creation is a prime concern for all. The case also discusses how a single powerful shareholder can influence the destiny of a 170 year-old organisation and how top-management responds to such a challenge. The update ends with growth opportunities in emerging countries and compares successful operations in China with not as successful growth in India.
Size:
Sales EUR16 billion, 80,000 employees in 76 countries
Other setting(s):
2003-2006

About

Abstract

This is the update of the case 'Lafarge: From a French Cement Company to a Global Leader'. The case discusses the recent changes that Lafarge faced after there was a chief executive officer (CEO) succession. It discusses what usually new CEOs do after they assume power and how the global 'mantra' of value creation is a prime concern for all. The case also discusses how a single powerful shareholder can influence the destiny of a 170 year-old organisation and how top-management responds to such a challenge. The update ends with growth opportunities in emerging countries and compares successful operations in China with not as successful growth in India.

Settings

Size:
Sales EUR16 billion, 80,000 employees in 76 countries
Other setting(s):
2003-2006

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