Subject category:
Production and Operations Management
Published by:
INSEAD
Version: May 1998
Length: 23 pages
Data source: Field research
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https://casecent.re/p/8507
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Abstract
In 1992 Francolor Pigments discovers it is no longer part of ICI''s core strategy. Under its dynamic general manager, the production unit prepares to become a stand-alone company within Toyo Ink, a Japanese group that encourages entrepreneurial growth. Francolor demonstrates its competence to its new owners by successfully implementing a high technology project. The case demonstrates how a change in management style can affect a company''s future. The acquisition of this European unit by a Japanese group does not follow the stereotype. A ''hands off'' approach can stimulate managers and workers to significant achievements through incremental improvements and ''step-up'' projects.
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Abstract
In 1992 Francolor Pigments discovers it is no longer part of ICI''s core strategy. Under its dynamic general manager, the production unit prepares to become a stand-alone company within Toyo Ink, a Japanese group that encourages entrepreneurial growth. Francolor demonstrates its competence to its new owners by successfully implementing a high technology project. The case demonstrates how a change in management style can affect a company''s future. The acquisition of this European unit by a Japanese group does not follow the stereotype. A ''hands off'' approach can stimulate managers and workers to significant achievements through incremental improvements and ''step-up'' projects.