WD-40 Company: The Squeak Smell and Dirt Business (A) Harvard Case Solution & Analysis

In autumn 1999, Garry Ridge, the newly appointed CEO of WD-40 Company, wanted to rejuvenate the company and encourage their employees to go beyond the relatively narrow focus of the company in the last 43 years. The very nature of the success of WD-40 Company in capturing market set up their own limited capacity for growth. The case describes one company's product business success and the background range. If Ridge reveals some problems encountered in the implementation of changes. In the case describes how the new CEO of WD-40 helped the company to achieve growth in new products and markets through related acquisitions. Despite these purchases, though, the company's revenues could not rise between 1998 and 2001. Ridge concluded that it should do more than just buy more companies, so it is framed by the model of strong leadership and "theory of learning", he thought, would allow the company to outsmart their competitors. He built the structure, which required, but forgives when people fell short. Ridge took the staff responsible for the results, but he urged everyone to admit their mistakes and learn from them. Financial results suggest the success of its management model. This case is a set of instructors gives valuable tool for talks in class about leadership and leading strategic change. "Hide
by Gerry Yemen, James G. Clawson, Marcia Conner Source: Darden School of Business 9 pages. Publication Date: November 11, 2002. Prod. #: UV3216-PDF-ENG

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WD-40 Company: The Squeak Smell and Dirt Business (A)

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