Irizar in 2005 Harvard Case Solution & Analysis

In June 2005, Koldo Saratxaga, leader of the Basque-based luxury goods manufacturer Irizar coach, decided to leave after 14 years at the helm of the worker-owned cooperative. Under the leadership of Saratxaga, in Irizar was saved from near bankruptcy in 1991, and became very profitable industry leader with a 23.9% compound annual growth rate since 1991. The company opened a number of production sites as far-reaching as Mexico, Morocco, India, Brazil, China and South Africa. Irizar calls itself "a project based on people" and realized his success through business model is characterized by a narrow focus of the product, strict adherence to quality, authorized employees, and truly customer-centric organization. Irizar model is completely different from most other coach manufacturers in the absence of trade unions, divisions and hierarchies. All activities are self-managing teams (teams, for example, are responsible for establishing a schedule and tasks). Although the model Irizar's worked fantastically well for over 14 years (since the arrival Sarataga author), now the question is: Will the company continue to thrive without Saratxaga? Or is success Irizar in connection with the management Saratxaga in?
Includes color exhibits.
To enhance their effectiveness, color cases should be printed in color. "Hide
by Ramon Casadesus - Masanell, Jordan Mitchell Source: Harvard Business School 26 pages. Publication Date: March 15, 2006. Prod. #: 706424-PDF-ENG

Irizar in 2005 Case Solution Other Similar Case Solutions like

Irizar in 2005

Share This