HomeResearch & Knowledgeback to HomeStrategyback to Research & KnowledgeCanon Europe: Pan-European transformation (A)back to Strategy

Case Study

Canon Europe: Pan-European transformation (A)

By Vladimir Pucik and Nanci Govinder

7 pages

June 2004

Order this case study

Reference: IMD-3-1074

This 3-part case describes Canon’s pan-European restructuring. The A case explores Canon’s situation in the late 1990s. The newly appointed CEO was considering how Canon Europe should respond to changes in the competitive environment. Any attempts to harness European-wide synergies would challenge the semi-independent National Sales Organizations–the foundations of Canon’s past successes. What should be the best way forward? If change is necessary, what is the best way to manage the change process i.e. how to balance the challenge of urgency versus organizational buy-in?

Keywords

Pan-European Restructuring, Organizational Transformation, Regional Integration, Local Responsiveness

Settings

Europe
1999-2001

Type

Field Research

Available Languages

English

Related material

Teaching note, Video

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

Canon Europe: Pan-European transformation (A)
Canon Europe: Pan-European transformation (B)
Canon Europe: Pan-European transformation (C)

This case study is part of a series

Canon Europe: Pan-European transformation (A)
Canon Europe: Pan-European transformation (B)
Canon Europe: Pan-European transformation (C)

Canon Europe: Pan-European transformation (C)

By Vladimir Pucik and Nanci Govinder
Case reference: IMD-3-1076 ©2004

Summary

The C case outlines how the recommendation of each of the task forces on European reorganization were transformed into action plans.

Reference IMD-3-1076

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Browse all topics

Keep reading

Article

Trump’s unconventional negotiation strategy - Dr. Sebastian Moritz

Trump’s unconventional negotiation strategy reveals how game theory in negotiations can shape power, commitment, and outcomes before talks begin.

Strategy

in I by IMD

Article

Steady profit: Learning the lessons of future-ready companies

In an increasingly uncertain world, how do companies plan for the long term? Take this short quiz to test your knowledge of future readiness, and read on for insights from future-ready companies.

Strategy Future Readiness

By Howard H. Yu

in I by IMD Brain Circuits

21 May 2025

Article

Are you up for the challenge of a downturn? Here’s how to ensure you are

Is your team ready for tough times? Ask these 7 critical questions to assess resilience, redefine success, and lead through uncertainty with purpose.

Change Management Crisis Management Leadership Resilience Strategy

By Merete Wedell-Wedellsborg

in I by IMD

Case Study

Candles Killer: Lighting up the world at the bottom of the pyramid

Shenzhen Power-Solution (SPS), founded in 2009 in China as an entrepreneurial venture, disrupted traditional lighting markets in African villages with its flagship product, Candles Killer. This solar lamp, priced under $5, replaces hazardous keros...

Sustainability Customer Centricity Innovation Strategy

By Winter Nie and Yunfei Feng

Article

Are stakeholders making or breaking your strategy?

Leaders are often unaware of their value-critical stakeholders, inhibiting progress on strategic issues. The solution is to get rid of free riders and predators and build more involvement in the value-creation cycle by the stakeholders that matter...

Strategy Stakeholder Management

By Paul Strebel, Angeliki Papasava and Patrick Reinmoeller

in I by IMD Brain Circuits

1 May 2025

Article

Detroit Entrepreneurship - Motor City Innovation

Many regional developers have tried and failed to emulate Silicon Valley’s VC-driven model for innovation. Detroit, the birthplace of Ford, is following an alternative route – with promising results.

Competitiveness Finance Innovation Strategy Entrepreneurship Technology Management

Repairing reputational damage: don’t go the way of Boeing

All organizations should have a plan to secure trust during, after (and even before) a crisis hits. Here are a host of examples, good and bad, to learn from.

Case Study

The price of innovation: Will Medacta compromise its DNA by embracing robotics?

Strategy Innovation

By Carlos Cordon, Antonio Di Brino, Jesper Fibiger, Frank Kristensen, Soniya Soniya and Alison End Fineberg

Article

¿Y si Donald Trump en realidad le viene bien a Europa?

One of the great paradoxes of our time is that Trump, who went so far as to call the European Union an “enemy,” may end up being the catalyst for its renewal. For too long, Europe has lived under the illusion of permanence: lasting peace, military...

Geopolitics Strategy

By David Bach

in El Español

16 April 2025

Article

The power of ringfencing for an efficient green transition

By managing ESG-heavy assets separately, companies can drive progress in their sustainable business units while addressing the sustainability challenges of traditional assets. Here are four effective strategies to achieve your goals.

Strategy Sustainability Finance

By Salvatore Cantale and Frederikke Due Olsen

in I by IMD

14 April 2025

Are you up for the challenge of a downturn? Here’s how to ensure you are

By Merete Wedell-Wedellsborg
in I by IMD

Summary

Is your team ready for tough times? Ask these 7 critical questions to assess resilience, redefine success, and lead through uncertainty with purpose.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Change Management

Crisis Management

Leadership

Resilience

Strategy

Browse all topics

Candles Killer: Lighting up the world at the bottom of the pyramid

By Winter Nie and Yunfei Feng
Case reference: IMD-2661 ©2025

Summary

Reference IMD-2661

Organization Shenzhen Power-Solution

Industry Energy;Utilities, Electricity Supply;Consumer Goods, Consumer Electronics

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Sustainability

Customer Centricity

Innovation

Strategy

Browse all topics

Detroit Entrepreneurship - Motor City Innovation

By Jerry Davis
in I by IMD 24 April 2025

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Competitiveness

Finance

Innovation

Strategy

Entrepreneurship

Technology Management

Browse all topics

The price of innovation: Will Medacta compromise its DNA by embracing robotics?

By Carlos Cordon Antonio Di Brino Jesper Fibiger Frank Kristensen Soniya Soniya and Alison End Fineberg
Case reference: IMD-2663 ©2025

Summary

Medacta Group SA is a rising star in the orthopedics market, achieving global success through innovative products and techniques, with a particular emphasis on minimally invasive techniques that bring meaningful value to its patients. With its approaches such as Anterior Minimally Invasive Surgery (AMIS) for hip replacement and Kinematic Alignment for knees, Medacta offers high-quality techniques, supporting tools and cutting-edge implants. It also offers personalized surgeon education through the Medacta Orthopedic Research and Education (M.O.R.E.) Institute. Medacta is situated in an evolving landscape, with competitors including Stryker and Zimmer Biomet investing heavily in robotic technologies. Technological advances are being made in data-driven planning tools – including augmented reality – and research institutes are looking for the most advanced solutions as demanded by many hospitals and surgeons. Despite these trends in the industry, Medacta's CEO, Francesco Siccardi has concerns regarding the value of existing robotic systems, noting their lack of proven benefits in patient outcomes or cost reductions, especially in a context of increasing emphasis on value-based care and sustainability. The case explores the opportunities and challenges confronting Medacta as they decide whether to enter the orthopedic robotics market. The company wants to continue to differentiate itself and drive growth in line with its foundational principles of patient care, operational excellence and sustainable innovation. Today, Francesco faces a critical decision around whether now is the time to enter the robotics market and, if so, how Medacta should do so to preserve its culture and stay true to its DNA.

Reference IMD-2663

Organization Medacta Group

Industry Healthcare, Medical Device

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Innovation

Browse all topics

¿Y si Donald Trump en realidad le viene bien a Europa?

By David Bach
in El Español 16 April 2025