Oticon A/S: Spaghetti Organization and Beyond |
ICMR HOME | Case Studies Collection
» Business Strategy Case Studies Please note: This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source. |
|||||||||||||||||||||||||||||||
Abstract:
In 1988, Oticon appointed Lars Kolind (Kolind) as its new CEO. As a strategy to help the company tide over the difficult scenario and come out strong against competitors, Kolind designed and introduced a pioneering effort in organization structure and management style. The Oticon spaghetti organization was characterized by a project-focus, lack of vertical hierarchies and physical barriers, a networked information system, and a paperless office environment where information was freely accessible to all. The case then goes on to discuss the reasons that led to a partial abandonment of the spaghetti structure around 1996, while the company continued to be a dominant player in the hearing aid industry with a continuous stream of product innovations. Issues:
Contents:Keywords:Organizational transformation , Business Process Reengineering, Organizational structure, Spaghetti Organization, Project-based organization, Flat organization structure, Matrix organization, Customer orientation, Leadership, Change management, Management style, Decision-making, Communication, Innovation, Project management |
Case Studies Links:-
Case Studies,
Short Case Studies,
Simplified Case Studies.
Other Case Studies:-
Multimedia Case Studies,
Cases in Other Languages.
Business Reports Link:-
Business Reports.
Books:-
Textbooks,
Work Books,
Case Study Volumes.