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Organizational Design at iQmetrix: The Holacracy Decision
Chris Street; Ann C. Frost; Clayton CaswellCase IVEY-9B17C045-EEntrepreneurship, Leadership and People ManagementSoftware development company iQmetrix Software Development Corporation (iQmetrix), headquartered in Vancouver, Canada, had enjoyed success and growth for over two decades. In July 2017, iQmetrix was confronted with the challenge of managing this growth while maintaining its organizational culture as a non-hierarchical, innovative, and open place to work—a place where the best ideas could come from anywhere and where people shared ideas openly and...Starting at €8.20
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Carlsberg in Emerging Markets
Michael W. Hansen; Torben Pedersen; Marcus Moller LarsenCase IVEY-9B11M009-EService and Operations Management, StrategyRisking becoming the target of a hostile takeover or being cornered as a small regional player in the global beer industry, the Danish brewery Carlsberg decided in the early 2000s to expand into rapidly growing emerging markets to pursue new arenas of growth. By 2008, this strategy had paid off, and Carlsberg was positioned among the five largest breweries in the world. In the Russian market — one of the fastest-growing markets in the world — Car...Starting at €8.20
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Vestas Wind Systems A/S - Exploiting Global R&D Synergies
Torben Pedersen; Marcus Moller LarsenCase IVEY-9B09M079-EEntrepreneurship, Service and Operations Management, StrategyWith a change in management in 2005 came a radical reorganization and the announcement of several new strategic initiatives. Among the initiatives was the establishment of the Vestas Technology research and development (R&D) business unit with an aim of achieving global leadership in all core technology areas and, consequently, strengthening the core competence for the company. By 2008, Vestas had succeeded in setting up a global R&D network with...Starting at €8.20
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Coloplast: Ten Years of Global Operations
Marcus Moller Larsen; Torben PedersenCase IVEY-9B12M070-EStrategyIn just a decade, the Danish health care product manufacturer Coloplast underwent a major transformation from a local Danish manufacturing company to a truly multinational corporation. In 2001, Coloplast conducted all its production in-house in three production facilities in Denmark. Ten years later, the company had relocated almost 90 per cent of the production to four different countries, with the majority in Hungary and China. However, a trans...Starting at €8.20
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Lego Group: An Outsourcing Journey
Marcus Moller Larsen; Torben Pedersen; Dmitrij SlepniovCase IVEY-9B10M094-EService and Operations Management, StrategyThe last year's rather adventurous journey from 2004 to 2009 had taught the fifth-largest toy-maker in the world - the LEGO Group - the importance of managing the global supply chain effectively. In order to survive the largest internal financial crisis in its roughly 70 years of existence, the management had, among many initiatives, decided to offshore and outsource a major chunk of its production to Flextronics. In this pursuit of rapid cost-cu...Starting at €8.20
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Evaluating Holacracy at iQmetrix
Chris Street; Ann C. Frost; Clayton CaswellCase IVEY-9B18C022-EEntrepreneurship, Leadership and People ManagementIn late 2017, the leader of the implementation circle at iQmetrix, a software firm based in Vancouver, Canada, was reviewing her company’s progress with Holacracy. This radical new organizational design was centred on employee self-management and based on a philosophy that focused “on roles (accountabilities for work), not souls (people).” All parts of the organization were now arranged in circles, which were the basic building blocks of the Hola...Starting at €8.20