Case | HBS Case Collection | October 2007 (Revised January 2008)

The Transformation of Thomson

by David J. Collis and Troy Smith


Thomson, a French multinational, went through a decade of dramatic change in the early years of the 21st century. From a state-owned enterprise earning 97% of its revenue from television sets and other analog consumer electronics, Thomson had become a publicly traded company providing digital video services and equipment to major movie studios, broadcast networks, and retailers, as well as satellite, cable, and telecom operators. The Group had just met its financial targets for 2006 and had achieved organic growth of 6% in the first half of 2007. Yet even as he reflected on these successes, CEO Frank Dangeard knew that much remained to be done to secure the company's leadership position against aggressive competition in a rapidly shifting and uncertain technological environment. Traces the evolution and transformation of the company and highlights the difficult choices Thomson faces in an ever-evolving high-tech industry.

Keywords: Transformation; Leading Change; Growth and Development Strategy; Organizational Change and Adaptation; Competitive Strategy; Corporate Strategy; Media and Broadcasting Industry; Technology Industry; France;


Collis, David J., and Troy Smith. "The Transformation of Thomson." Harvard Business School Case 708-428, October 2007. (Revised January 2008.)