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Case Study

Metallgesellschaft AG (B): Charting a course that will not change with every wind

By Franz-Friedrich Neubauer and Lourdes Savitzky-Ruh

15 pages

October 1999

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Reference: IMD-3-0853

This series describes the turnaround of Metallgesellschaft AG, Germany’s 12th largest company. At the end of 1993, MG had sunk into a deep crisis and its future was seriously jeopardized. Against all predictions, the newly appointed CEO managed to turn the company around in record time. This feat was achieved not only through an aggressive streamlining and re-orientation plan but above all, by the use of a visioning process which involved MG employees of all levels and from all corners of the organization. By the end of 1996, largely due to the “MG 2010” Vision Concept, MG was again a successful company. Its vision concept had evolved into a set of action-oriented guiding principles which the CEO now wanted to implement into day-to-day practice through a number of ambitious projects.

Keywords

Turnaround, Vision, Visioning Process, Conglomerate

Settings

World/global, Germany
1994/95

Type

Field Research

Available Languages

English

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This case study is part of a series

Metallgesellschaft AG (A): Turning the crisis into a chance
Metallgesellschaft AG (B): Charting a course that will not change with every wind
Metallgesellschaft AG (C): Bringing the vision to life

This case study is part of a series

Metallgesellschaft AG (A): Turning the crisis into a chance
Metallgesellschaft AG (B): Charting a course that will not change with every wind
Metallgesellschaft AG (C): Bringing the vision to life

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