Resolving a crisis: Lars Kruse Thomsen assesses the results of change (C)
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.
2000-2002
Cranfield University
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Harvard Business School Publishing
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NUCB Business School
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- Dealing with crisis: Lars Kruse Thomsen moves to solve problems (B)
- Facing a crisis: Lars Kruse Thomsen starts his new job (A)
- Resolving a crisis: Lars Kruse Thomsen assesses the results of change (C)
- Dealing with crisis: Lars Kruse Thomsen moves to solve problems (B)
- Facing a crisis: Lars Kruse Thomsen starts his new job (A)
- Resolving a crisis: Lars Kruse Thomsen assesses the results of change (C)
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Officially, brands executives continue to display confidence that big luxury will shrug off the 2024 downturn as a cyclical one. They see it as the product of the combined collapse of real estate prices in China and a return to normalcy after the ...
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in Binder, Julia Katharina (Ed.); Haanaes, Knut Bjarne (Ed.) / Leading the sustainable business transformation: A playbook from IMD, pp. 59-62 / Hoboken: Wiley, 2025
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in Binder, Julia Katharina (Ed.); Haanaes, Knut Bjarne (Ed.) / Leading the sustainable business transformation: A playbook from IMD, pp. 1-7 / Hoboken: Wiley, 2025
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