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Selected Case

published: 01 Nov 2001

  • Topic: Strategy
  • Industry: Food and Drink
  • Region: Europe

Abstract:
The (B) case shows how from 1997 to 1999 John Sunderland, the new CEO and a new divisional manager use Value Based Management as a vehicle for transforming respectively the company and the sugar confectionary division with strong emphasis on people and leadership practices.

Pedagogical Objectives:
The immediate purpose of the series is to allow an informed discussion on the use and implementation of so-called Value Based Management, from a broader managerial rather than the typical financial perspective. The broader purpose is to illustrate how VBM can lead to Corporate Transformation and a sharpening of Leadership Practices in large firms.

Keywords:
Value Based Management, Corporate Transformation, Leadership Practices, Managing for Value, Performance Management Process, Performance Contract, Strategy Development, Strategy Dialogue, Economic Profit, Incentive Compensation

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