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Case Study

Nash Confectionery plc: Rethinking India

By William A. Fischer, Andrew C. Boynton and Rebecca Chung

14 pages

December 2010

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Reference: IMD-3-2198

This disguised case traces the engineering of a complete corporate turn-around in a large, European-based, fast-moving consumer goods company’s Indian business unit. The case traces the assumption of leadership by a new team in a traditionally difficult market and examines what they do, and how they do it, to successfully achieve stretch targets that were well-beyond the hopes of corporate headquarters. The case is as much a study in leadership as it is in “cultural mechanics”, as it provides significant details regarding the managerial choices that were made to redesign the corporate culture. Included are the use of: stretch targets, behavioural surveys, high-impact incentives, rethinking levels of leadership, and moving from a traditional functional organization to a project-based format.

Learning Objective

This corporate turnaround case allows a study and discussion of leadership, and corporate culture.

Keywords

Confectionery

Settings

India
2005-2007

Type

Generalized Experience

Available Languages

English

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