Revolution at Oticon AS (A): Vision for a Change-Competent Organization Harvard Case Solution & Analysis

Since the mid-1980s, Oticon A / S, a Danish manufacturer of high quality hearing aids, begins to experience significant losses and falls with its number one market position to the third position. The newly appointed CEO, Lars Kolind, triggers a significant cost reduction and rationalization of the product line program that leads to a radical change, restoring the company to profitability once again. Kolind, however, do not think that these changes have led to sustainable competitive advantage and further it is a vision of Oticon A / S headquarters, which will entail a fundamental restructuring and transformation of the organization. Management and employees of the uprising and abandon the planned relocation of headquarters. If Kolind proceed to the proposed change in the radial, or is this the last turn was sufficient to restore Oticon its number one position? ECCH 1994 and 1995 award winner. "Hide
by R. Morgan Gould, Michael Stanford, Kate Blackmon Source: IMD 16 pages. Publication Date: January 1, 1991. Prod. #: IMD079-PDF-ENG

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