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Published by: Harvard Business Publishing
Originally published in: 2010
Version: 5 August 2016
Revision date: 02-Sep-2016

Abstract

In October of 2010, Johnson & Johnson (J&J) was unable to extricate itself from a year long recall crisis that had subjected the firm to criticism from Congress and regulators, resulted in the resignation of one of the firm's most senior officers, and cost hundreds of millions of dollars from lost sales of J&J brands. This case examines the series of recalls, and the strategic and cultural changes at the company that may have led to the recalls. It allows for an exploration of the reality of the iconic J&J 'Credo' - its long standing set of corporate values.
Industry:
Size:
USD62 billion, 115,500 employees
Other setting(s):
2009-2010

About

Abstract

In October of 2010, Johnson & Johnson (J&J) was unable to extricate itself from a year long recall crisis that had subjected the firm to criticism from Congress and regulators, resulted in the resignation of one of the firm's most senior officers, and cost hundreds of millions of dollars from lost sales of J&J brands. This case examines the series of recalls, and the strategic and cultural changes at the company that may have led to the recalls. It allows for an exploration of the reality of the iconic J&J 'Credo' - its long standing set of corporate values.

Settings

Industry:
Size:
USD62 billion, 115,500 employees
Other setting(s):
2009-2010

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