This three-part case series first sets the stage, then outlines strategy and finally discusses implementation and results in a change management scenario. Issues include subsidiary/headquarters relationships, multicultural groups, dynamic industry conditions and culture and personality as driving forces in a corporate turnaround.
Dealing with crisis: Lars Kruse Thomsen moves to solve problems (B)
Summary
This three-part case series first sets the stage, then outlines strategy and finally discusses implementation and results in a change management sc...
Reference
IMD-3-1208
Copyright
©2002
Copyright owner
IMD Copyright
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Facing a crisis: Lars Kruse Thomsen starts his new job (A)
Summary
This three-part case series first sets the stage, then outlines strategy and finally discusses implementation and results in a change management sc...
Reference
IMD-3-1207
Copyright
©2002
Copyright owner
IMD Copyright
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Resolving a crisis: Lars Kruse Thomsen assesses the results of change (C)
Summary
This three-part case series first sets the stage, then outlines strategy and finally discusses implementation and results in a change management sc...
Reference
IMD-3-1209
Copyright
©2002
Copyright owner
IMD Copyright
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications