Rhone-Poulenc, France’s largest chemical company, has achieved an important position in the United States as the result of an ambitious series of acquisitions. As it expands in the United States 1986-1990, sought Rhone-Poulenc management to a “hands-off” approach, allowing local management to build a coherent and stable U.S. operation. By 1991, however, there is a perceived need for the global management of all product lines. A proposal is made to shift the main axis of the fi … Read more »

Rhone-Poulenc, France’s largest chemical company, has achieved an important position in the United States as the result of an ambitious series of acquisitions. As it expands in the United States 1986-1990, sought Rhone-Poulenc management to a “hands-off” approach, allowing local management to build a coherent and stable U.S. operation. By 1991, however, there is a perceived need for the global management of all product lines. A proposal is made to shift the main axis of the company towards a global product structure, which would change the role of the U.S. land management. Whether this move makes sense, what is the best structure might be, and how changes are to be carried out, all the topics for discussion in this case.
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Philip M. Rosenzweig
Source: Harvard Business School
17 pages.
Publication Date: Oct 17, 1994. Prod #: 395042-PDF-ENG
Rhone-Poulenc (A) and (B) (Summary) HBR case solution