Dealing with the gloom: getting out of the red
Author: Butler, Charlotte ; De Bettignies, Henri-ClaudeINSEAD Area: Asian Business and Comparative ManagementPublisher: Fontainebleau : INSEAD Euro-Asia Centre (EAC) 1999.Language: EnglishType of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: Following the Asian financial crisis, the general manager of a diversified Malaysian Group finds his company in a dramatic financial situation. Yesterday very profitable, today he must take surgical measures if the company is to survive. In deciding what to do, he considers three alternatives : 1, create a task force, made up of a carefully elected group of managers, that will come up with an action plan. This is likely to involve closing several ventures. 2, call in McKinsey for a thorough re-engineering, dowsizing exercise. 3, under pressure from the chairman, close a large number of plants in a ruthless fashion, which would please the BoardPedagogical Objectives: the case is very instrumental in exploring how top management can approach the taking of courageous decision in times of crisis. Trade-offs can be discussed within the Malaysian context. The case enables participants to explore how to implement the process of change, focussing particularly on the first step| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
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Asia Campus Archives | Consultation only | BC000388 | ||||
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Europe Campus INSEAD Publications Display | Consultation only | BC000387 |
Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>
the case is very instrumental in exploring how top management can approach the taking of courageous decision in times of crisis. Trade-offs can be discussed within the Malaysian context. The case enables participants to explore how to implement the process of change, focussing particularly on the first step
Following the Asian financial crisis, the general manager of a diversified Malaysian Group finds his company in a dramatic financial situation. Yesterday very profitable, today he must take surgical measures if the company is to survive. In deciding what to do, he considers three alternatives : 1, create a task force, made up of a carefully elected group of managers, that will come up with an action plan. This is likely to involve closing several ventures. 2, call in McKinsey for a thorough re-engineering, dowsizing exercise. 3, under pressure from the chairman, close a large number of plants in a ruthless fashion, which would please the Board
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