Nash Confectionery plc: Rethinking India
This disguised case traces the engineering of a complete corporate turn-around in a large, European-based, fast-moving consumer goods company’s Indian business unit. The case traces the assumption of leadership by a new team in a traditionally difficult market and examines what they do, and how they do it, to successfully achieve stretch targets that were well-beyond the hopes of corporate headquarters. The case is as much a study in leadership as it is in “cultural mechanics”, as it provides significant details regarding the managerial choices that were made to redesign the corporate culture. Included are the use of: stretch targets, behavioural surveys, high-impact incentives, rethinking levels of leadership, and moving from a traditional functional organization to a project-based format.
This corporate turnaround case allows a study and discussion of leadership, and corporate culture.
2005-2007
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]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
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in Review of Managerial Science October 2024, vol. 18, pp. 2981-3005 https://doi.org/10.1007/s11846-023-00703-3
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