IMD-3-1501 © 2005
Strebel, Paul; Rogers, Brian
The B case starts in 1992 with the arrival of Niels Jacobsen at Oticon. Jacobsen; who was designated executive vice-president; supplied stability to Lars Kolind's outbound management design; and was valued for his capability to handle the functional side of business. Upon his arrival; Jacobsen found that Oticon had major capital issues and a weak balance sheet.
Oticon Building A Flexible World-Class Organization (B) Case Study Solution
The case concludes in 1997 with Jacobsen and Kolind inconsistent highly over Oticon's future technique. Kolind thinks that Oticon needs to remain to pursue a specific niche method; while Jacobsen thinks that Oticon ought to end up being a complete line provider.
Subjects: Change management; Strategy; Organizational development Settings: Denmark; Hearing aids; Sales > US$ 500 million; 1992-1997
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