The (B) case shows the new executive’s diagnosis of the problems affecting Nestlé Ecuador. Chief among these problems is excessive amounts of complexity. There were too many products, too many people, too much process duplication, and too many strategic initiatives. The executive develops a plan to simplify the organization, and then rolls out a communication strategy to support the plan. The case ends with the first results of this initiative, which are mixed.
Learning Objective
How to simplify a complex organization. How to drive change through clear communication.
Keywords
Crisis Management, Complexity Management, Simplicity
Settings
South America, Ecuador
Nestlé, Consumer Goods, Food and Beverage
2012/2013
Available Languages
English
IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.
Copyright Information
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.
This case study is part of a series
