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Case Study

Netcetera (B): Organizing for sustainable business success

By Ralf W. Seifert and Jana Thiel

9 pages

June 2006

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Reference: IMD-3-1671

The B-case in this three-part series picks up where the A-case left off. It focuses on the development of Netcetera’s organizational structure between 2000 and 2005. The co-founders had tried different formats to accommodate internal requirements (employee perspective) and the external economic situation. They had finally established a holding group and assumed more of a coaching role. Operations had to be extremely efficient in order for the company to maintain its position, despite declining growth rates and slow incoming business. However, as the overall economy picked up, Netcetera’s co-founders hoped to resume growth. The case provides opportunities to discuss Netcetera’s development, its targeted business model and whether the organization was prepared to master the upcoming challenges.

Keywords

Growth Management

Settings

Switzerland
Spring 2005

Type

Field Research

Available Languages

English

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This case study is part of a series

Netcetera (A): Hiring an external CEO?
Netcetera (B): Organizing for sustainable business success
Netcetera (C): Reflections and outlook

This case study is part of a series

Netcetera (A): Hiring an external CEO?
Netcetera (B): Organizing for sustainable business success
Netcetera (C): Reflections and outlook

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