Product details

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Prize winner

Abstract

'Codan 2000' is a change project at a Danish rubber company, to break down functional barriers and build client/business orientation. It focuses on the creation of self-managed teams in three new product factories. After two years of implementation, Codan 2000 lives up to performance expectations in one unit, there is 25% progress in the second, but no progress in the third. How can necessary changes be speeded up? The aim of 'Codan 2000' is to explore issues of management of change on an Organisational Behaviour, Change or HRM course, particularly in connection with the implementation of Empowerment, BPR (business process re-engineering) or TQM, with a particular focus on self-managed teams. The case encourages deep discussion on why such initiatives sometimes succeed and often fail. It is suitable for both MBA and executive programs, and it can also be used in an Operations Management course.

Teaching and learning

This item is suitable for postgraduate and executive education courses.

Time period

The events covered by this case took place in 1997.

Geographical setting

Region:
Europe
Country:
Denmark

Featured company

Codan
Employees:
501-1000
Turnover:
DKK 400 million
Industry:
SIC rubber products

Featured protagonist

  • Kim Kjaer (male), Divisional General Manager

About

Abstract

'Codan 2000' is a change project at a Danish rubber company, to break down functional barriers and build client/business orientation. It focuses on the creation of self-managed teams in three new product factories. After two years of implementation, Codan 2000 lives up to performance expectations in one unit, there is 25% progress in the second, but no progress in the third. How can necessary changes be speeded up? The aim of 'Codan 2000' is to explore issues of management of change on an Organisational Behaviour, Change or HRM course, particularly in connection with the implementation of Empowerment, BPR (business process re-engineering) or TQM, with a particular focus on self-managed teams. The case encourages deep discussion on why such initiatives sometimes succeed and often fail. It is suitable for both MBA and executive programs, and it can also be used in an Operations Management course.

Teaching and learning

This item is suitable for postgraduate and executive education courses.

Settings

Time period

The events covered by this case took place in 1997.

Geographical setting

Region:
Europe
Country:
Denmark

Featured company

Codan
Employees:
501-1000
Turnover:
DKK 400 million
Industry:
SIC rubber products

Featured protagonist

  • Kim Kjaer (male), Divisional General Manager

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