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Case Study

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

By Paul Strebel and Brian Rogers

6 pages

September 2005

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Reference: IMD-3-1502

The C case begins in 1997, with the departure of managing director Lars Kolind and the appointment of Niels Jacobsen as CEO. Having opted for a full line supplier strategy, Oticon’s results continue to improve dramatically. The new strategy also led to a new organizational structure, which presented certain challenges for the company. The case ends in 2003 with Oticon trying to reconcile its new organizational structure with its growing headcount and changes in the competitive landscape.

Keywords

Change Management, Organizational Development, Hearing Aids

Settings

Denmark
1997-2003

Type

Field Research

Available Languages

English

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Video

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This case study is part of a series

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

This case study is part of a series

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

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