The main problem is the lack of consent, or incompatibility between the early environmental requirements for the strategy and cultural constraints on the organization. Describes the internal resistance to the proposed changes and the efforts of top management to address conflicting requirements of strategy and culture. The second major issue concerns the tasks of the general manager, who was blamed for the introduction of the necessary decision. Provides a brief background of the Johnson & Johnson corporate culture and systems and structures. Consolidated version of the previous two cases. "Hide
on Andrall E. Pearson, Johanna M. Hurstak Source: Harvard Business School 19 pages. Publication Date: January 23, 1992. Prod. #: 392050-PDF-ENG
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