A Tale of Two Turnarounds at EDS: The Jordan Rules Harvard Case Solution & Analysis

The business tried a turn-around by changing the CEO with Dick Brown, whose leadership assisted enhance the stretching business. In spite of preliminary successes, Brown's period eventually ended in failure, due mostly to his failure to acknowledge the growing Indian market and his determination to purchase company at the cost of the business's margin.

The dreadful multibillion-dollar Navy & Marine Corp Intranet agreement represented the kind of prominent deals that Brown pursued, typically increasing EDS's stock cost in the short-term while deteriorating its capital short-term and its success over the long term. EDS management went through a number of phases of the turn-around procedure: the blinded stage, the non-active stage, and the malfunctioning action stage, up until Michael Jordan changed Brown as CEO and enacted a three-tiered functional, tactical, and monetary turn-around.

PUBLICATION DATE: March 08, 2010 PRODUCT #: KEL425-HCB-ENG

This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT

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