Case Study

Oticon: Building a flexible world-class organization (B)

3 pages
September 2005
Reference: IMD-3-1501

The B case begins in 1992 with the arrival of Niels Jacobsen at Oticon. Jacobsen, who was appointed executive vice-president, provided equilibrium to Lars Kolind’s outgoing management style, and was valued for his ability to manage the operational side of the business. Upon his arrival, Jacobsen discovered that Oticon had serious cash flow problems and a weak balance sheet. The case ends in 1997 with Jacobsen and Kolind disagreeing strongly over Oticon’s future strategy. Kolind believes that Oticon should continue to pursue a niche strategy, while Jacobsen believes that Oticon should become a full line supplier.

Keywords
Change Management, Organizational Development, Hearing Aids
Settings
Denmark
1992-1997
Type
Field Research
Copyright
© 2005
Available Languages
English
Related material
Video
Case clearing houses
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]

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Looking for something specific?
IMD's faculty and research teams publish articles, case studies, books and reports on a wide range of topics