| HBS Case Collection
(Revised from original 2007 version)
Carl-Henric Svanberg, CEO of the Swedish telecom infrastructure company Ericsson, has to reorganize the recovering company in late 2003 after a major industry downturn. He is convinced that only a more market-orientated and customer-focused organization will be able to remain competitive in this maturing, high-technology-focused industry. Presents his change project, in which the sales and marketing structure play a central role. Will his ideas allow the company to keep its customers and successfully go after new markets?
Customer Focus and Relationships;
Narayandas, Das, Vincent Marie Dessain, Daniela Beyersdorfer, and Anders Sjoman. "Reinventing Ericsson." Harvard Business School Case 507-075, February 2008. (Revised from original June 2007 version.)