In 1998, the General Director of Whirlpool Corporation decides to change the company's strategy to run much more unattractive "dead end" in the appliance industry. The change he proposes involves a fundamental shift in the focus of the company - from manufacturing to branding - and requires the development of entirely new organizational capabilities. Considers the full range of adjustments that the CEO should lead his management team to all all the features Whirlpool. Different from other cases of strategic change by examining the change problems in a company that is not in crisis (yet). "Hide
by Jan W. Rivkin, Dorothy Leonard, Gary Hamel Source: Harvard Business School 17 pages. Publication Date: April 9, 2005. Prod. #: 705462-PDF-ENG
Related Case Solutions & Analyses:
The Drivers of Greenwashing
China s Challenge to Feed Its People
Bank of America: Mobile Banking
CityCenter (D): Financial Crisis Grand Opening and a New Paradigm
Price-Fixing Vignettes
Health Resources & Technology
Implementing Electronic Road Pricing in Singapore: Epilogue (Sequel)
Northwest Airlines and the Detroit Snowstorm (C): Class-Action Status Is Granted to Suits over Northwest Delay
Running Head: Ben & Jerry Case Analysis
GE’s Imagination Breakthroughs: The Evo Project, Video
