Oticon: Building a flexible world-class organization (B)
The B case begins in 1992 with the arrival of Niels Jacobsen at Oticon. Jacobsen, who was appointed executive vice-president, provided equilibrium to Lars Kolind’s outgoing management style, and was valued for his ability to manage the operational side of the business. Upon his arrival, Jacobsen discovered that Oticon had serious cash flow problems and a weak balance sheet. The case ends in 1997 with Jacobsen and Kolind disagreeing strongly over Oticon’s future strategy. Kolind believes that Oticon should continue to pursue a niche strategy, while Jacobsen believes that Oticon should become a full line supplier.
1992-1997
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in I by IMD 24 June 2024
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Case reference: IMD-7-2457 ©2024
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Case reference: IMD-7-2546 ©2024
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in MIT Sloan Management Review Summer 2024, vol. 65, no. 4
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