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Case Study

Untangling spaghetti: How innovation changed at Oticon (B)

By Paul Strebel, Anja Maier and Søren Stranne

7 pages

May 2014

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Reference: IMD-7-1528

The management team introduced a “cultural revolution” to support the new innovation process, followed by an innovation workflow involving project portfolio planning and road mapping, as well as involvement of marketing and production.

Learning Objective

Managing change in the approach to innovation. Designing an innovation process adapted to the evolution of technology and organizational size, especially the tension between bottom-up creativity and developing an integrated product portfolio that exploits changing market needs. Understanding the importance of aligning organization and culture to support change (application of the Galbraith Star Model).

Keywords

Change Management, Innovation, Process, Company, Development

Settings

World/global, Denmark
Oticon, Healthcare
1991-2014

Type

Field Research

Available Languages

English

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This case study is part of a series

Untangling spaghetti: How innovation changed at Oticon (A)
Untangling spaghetti: How innovation changed at Oticon (B)
Untangling spaghetti: How innovation changed at Oticon (C)

This case study is part of a series

Untangling spaghetti: How innovation changed at Oticon (A)
Untangling spaghetti: How innovation changed at Oticon (B)
Untangling spaghetti: How innovation changed at Oticon (C)

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Pasona: Well-being through regional revitalization

By Alyson Meister and Naoko Jinjo
Case reference: IMD-7-2573 ©2024

Summary

Pasona Group, a Japan-based human resources company, is committed to driving social change through business and supporting individuals to find "ikigai” (fulfillment) through work. The company has promoted flexible work and equitable workplaces and created employment opportunities for minorities. Pasona now wanted to tackle the overconcentration of population and businesses in Tokyo and the related decline of rural areas; both issues raised questions of well-being and sustainability. In response, Pasona moved its headquarters from Tokyo to Awaji Island, setting up sales and back-office operations for its core business and launching the "Regional Revitalization" initiative. Employees who moved from Tokyo to Awaji said that their lives became more sustainable, and their well-being improved. On the other hand, some Tokyo-based employees chose not to relocate, worried that boundaries between work and personal life would be blurred. Pasona was also criticized for its tourism-oriented and corporate-driven approach to local development, while the local government of Awaji appreciated the increase in the population and tax revenue that Pasona had brought. As Pasona sought to expand its "regional revitalization" model throughout Japan and attract more local governments to partner with the company, it needed to rethink its strategy to develop its original model in Awaji into a more powerful showcase that would lead to a more decentralized and sustainable society while ensuring the well-being of its own employees.

Reference IMD-7-2573

Organization Pasona Group

Industry Business Management Services, Human Resources

Available Languages English

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Research Information & Knowledge Hub for additional information on IMD publications