In 1990, Lars Kolind decides to abandon his plan to move the headquarters of the Oticon / S, but insists on the pursuit of his vision of what he now calls the spaghetti organization - so named because of the relative lack of structure. Shortly after implementation, the company suffers further financial losses. New managing director brought in Kolind, begins to address the financial dynamics of Oticon A / S. Within six months, the profitability is restored, and by 1993, the company enjoys the highest profit since its founding in 1904. Kolind has achieved a competitive advantage, he sought with this new organization? Impressive financial success can be attributed to the organization of spaghetti? As a new organization will be sustained in the coming years? In 1994, EFMD Award. "Hide
by R. Morgan Gould, Michael Stanford Source: IMD 23 pages. Publication Date: January 1, 1994. Prod. #: IMD081-PDF-ENG
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