Kimberly-Clark in the Andean countries hit performance plateau. Five years before, Sergio Nacach took over as general manager in the region and began to build a cultural transformation of a winning culture focused on people who worked in the organization. This case explores what he did, and the context in which he did it. As in other cases, the high schedule commitments, but is situated in the context of non-US cases are organizational cultural change, the extent to which high performance work practices are summarized in various conditions, and what is done in the Andean countries are particularly vulnerable place for this approach to management. The case also raises questions about how to keep the enthusiasm going, and the extent to which this transformation depends on the individual and his personal style. "Hide
by Jeffrey Pfeffer, Megan Elizabeth Anderson Source: Stanford Graduate School of Business 14 pages. Publication Date: March 16, 2009. Prod. #: OB72-PDF-ENG
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