Ingvar Kamprad and IKEA

Christopher A. Bartlett; Ashish   Nanda

Case | HBS Case Collection | May 1990 (Revised July 1996)

Ingvar Kamprad and IKEA

by Christopher A. Bartlett and Ashish Nanda

Abstract

Traces the development of a Swedish furniture retailer under the leadership of an innovative and unconventional entrepreneur whose approaches redefine the nature and structure of the industry. Traces IKEA's growth from a tiny mail order business to the world's largest furniture dealership. Describes the innovative strategic and organizational changes Kamprad made to achieve success. In particular, focuses on his unique vision and values and the way they have become institutionalized as IKEA's binding corporate culture. The trigger issue revolves around whether this vital "corporate glue" can survive massive expansion into the United States and the Eastern Bloc and Kamprad's replacement as CEO by a "professional manager."

Keywords: Restructuring; Corporate Entrepreneurship; Growth and Development; Innovation Strategy; Leadership; Management Succession; Distribution; Organizational Change and Adaptation; Expansion; Value; Retail Industry;

Language: English

Format: Print

20 pages

Educators Purchase

Citation:

Bartlett, Christopher A., and Ashish Nanda. "Ingvar Kamprad and IKEA." Harvard Business School Case 390-132, May 1990. (Revised July 1996.)

This note offers an overview of the Strategy course offered in HBS’s Required Curriculum. The RC Strategy course aims to help students become effective strategists. The note introduces the six modules of the course: What is Strategy, Market Attractiveness, Competitive Advantage, Strategic Interactions, Corporate Strategy, and Crafting Strategy.

This note introduces the first module of the RC Strategy course, What is Strategy? It helps students develop their perspective on what is a strategy, what is a good strategy, and how strategy development differs across contexts.

Case | HBS Case Collection | May 1992 (Revised September 2019)

Richardson Sheffield

Christopher A. Bartlett, Ashish Nanda, Christopher A. Bartlett and Ashish Nanda

The case traces Bryan Upton’s 20-plus years as managing director of a Sheffield-based cutlery company and describes the strategic and organizational actions he took to raise sales and earnings at more than 25% annually, even as the local industry was in steep decline.
After outlining how the U.K. cutlery industry has evolved, the case describes the major changes introduced by Upton and his mentor Jerry Hahn in Richardson Sheffield to upgrade production technology, innovate the product line, and instill customer orientation. The case focuses on the impact of Upton’s controversial approach to human resource management in general and to management selection and development in particular on the organizational climate at the firm.
The case closes by identifying some major changes that threaten Richardson Sheffield. In 1986, Hahn’s ownership position is sold to an Australian industrial company with a different operating style and different strategic objectives for Richardson Sheffield. Top management is also undergoing a transition, with Upton gradually moving aside and outsiders being introduced. Finally, the approaching 1992 EC market harmonization presents new competitive challenges and market opportunities.

Keywords: human resource management; Human Resource Practices; general management; Human Resources; Management; Leadership; Strategy; United Kingdom;

Citation:

Bartlett, Christopher A., and Ashish Nanda. "Richardson Sheffield." Harvard Business School Case 392-089, May 1992. (Revised September 2019.) View Details

Cite View Details Educators Purchase

Faculty & Research

Ingvar Kamprad and IKEA

Abstract

Citation:

About the Authors

More from these Authors