haku: @author Harrison, T. / yhteensä: 3
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| Tekijä: | Owen, G. Harrison, T. |
| Otsikko: | Why ICI chose to demerge |
| Lehti: | Harvard Business Review
1995 : MAR-APR, VOL. 73:2, p. 133-142 |
| Asiasana: | |
| Vapaa asiasana: | UNTERNEHMENSSTRATEGIE, DESINVESTITION, CHEMISCHE INDUSTRIE, UMGRÜNDUNG |
| Kieli: | eng |
| Tiivistelmä: | By acquiring new businesses in the 1970's and 1980's, ICI increased the complexity of a hard to manage portfolio. The authors recount how the company discovered that it had two groups of businesses, each of which needed a different style of corporate parenting. In 1993, the company split, and the success of the new ICI and Zeneca suggests that two corporate parents may be better than one. ICI's story shows how parenting skills developed in one phase of an industry's evolution may become less relevant in the next. The challenge for managers of multibusiness companies is to recognize the shift and act on it before a crisis. |
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