A new CEO must take action to return the company to profitability in order to clarify the vision, and then to the infrastructure (human, capital and information) needed to build support long-term changes in strategy and organization. The case provides a rich description of the evolutionary character of the vision for change and the development of organizational and information infrastructure needed to support them. The company institutes changes in the structure, management systems, people and processes … Read more »

A new CEO must take action to return the company to profitability in order to clarify the vision, and then to the infrastructure (human, capital and information) needed to build support long-term changes in strategy and organization. The case provides a rich description of the evolutionary character of the vision for change and the development of organizational and information infrastructure needed to support them. The company institutes changes in the structure, management systems, people and processes in a second round of organizational change initiatives -. This time radical in nature
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Lynda M. Applegate
Source: Harvard Business School
24 pages.
Release Date: 3 March 1995. Prod #: 195238-PDF-ENG
Frito-Lay, Inc.: A Strategic Transition – 1987-1992 (short version) HBR case solution

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