Hilti: Our Culture Journey - The Case Centre

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Abridged version

Reference no. IMD-3-1436

Subject category: Strategy and General Management

Authors: John J Ward (International Institute for Management Development (IMD)); Colleen Lief (International Institute for Management Development (IMD))

Published by: International Institute for Management Development (IMD)

Originally published in: 2006

Version: 07.06.2006

Length: 17 pages

Data source: Field research

Topics: Family business; Adaptation; Strategy; Corporate culture; Innovation

Share a link: https://casecent.re/p/73908

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Abstract

This is an abridged version of the case ''IMD-3-1434''. From the humble ambitions of two brothers, Hilti AG came a long way to win the 2003 Bertelsmann Prize. Hilti was a world leader in professional construction tools and equipment with a significant level of sales, operations in 120 countries and a global workforce who together shared in an award-winning corporate culture. Culture at Hilti, was inseparable from strategy. So when challenged at several points in their history, the company relied on the strength and underpinnings of its corporate culture to see it through. Now, with new governance changes afoot, Hilti would need to leverage this valuable resource once again.

Location:

Liechtenstein, worldwide

Industry:

Industrial fastening, drilling, cutting and sanding systems

Size:

Private

Other setting(s):

1941-2005