Case | HBS Case Collection | 2006 (Revised from original 2005 version)
by Jan W. Rivkin, Dorothy A. Leonard and Gary Hamel
In 1998, the CEO of Whirlpool Corp. decides to change the company's strategy significantly to escape an increasingly unattractive "stalemate" in the appliance industry. The change he proposes involves a fundamental shift in the company's focus--from manufacturing to branding--and requires the development of altogether new organizational capabilities. Examines the full range of adjustments that the CEO must lead his management team to make throughout all the functions of Whirlpool. Distinguishes itself from other cases on strategic change by examining the challenge of change in a company that is not in crisis (yet).
Keywords: Organizational Change and Adaptation; Change Management; Competitive Advantage; Strategic Planning; Production; Brands and Branding; Management Teams; Consumer Products Industry; United States;
Citation:
Rivkin, Jan W., Dorothy A. Leonard, and Gary Hamel. "Change at Whirlpool Corporation (A)." Harvard Business School Case 705-462, March 2006. (Revised from original April 2005 version.)
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Case | HBS Case Collection | 2013
LEGO (A): The Crisis
Jan W. Rivkin, Stefan H. Thomke and Daniela Beyersdorfer
Keywords: Organizational Change and Adaptation; Change Management; Competitive Strategy; Crisis Management; Insolvency and Bankruptcy; Consumer Products Industry;
Article | Harvard Business Review | September 2012
Bringing Science to the Art of Strategy
A. G. Lafley, Roger L. Martin, Jan W. Rivkin and Nicolaj Siggelkow
Case | HBS Case Collection | 2012 (Revised from original 2010 version)
Assistant Professor Jo Worthington (A)
Dorothy A. Leonard
Keywords: Education; Teaching; Strategy; Communication Strategy; Training; Leadership Style; Education Industry;