Ask any CEO who has overseen a corporate transformation what should have been handled differently, and you are likely to get this answer: "We should have - and could have - moved faster." Such executives have a long list of regrets: They wish they had unified the leadership team right away. They wish they had quickly drummed up support for the new vision. They wish they hadn't waited so long to test their assumptions and refine their key initiati...

In his 12 years at the helm of Siemens, CEO Heinrich von Pierer designed and directed a major transformation. Taking this German icon from a technically superb but slow-moving industrial giant to a disciplined yet nimble multinational has posed enormous challenges. Since 1992, Siemens has revamped its portfolio of businesses, expanded its reach into 192 countries, and created a more local-market-driven culture, gaining recognition as one of the b...

In the preceding case, Copeland had to choose between two alternative plant layouts for organizing its Sidney plant. Now it must get work force approval for a change in "bumping" rules before proceeding with the change. Management must decide how to proceed--to continue with the reorganization, delay the moving of equipment and personnel, or drop the project completely.

Describes the evolution of a company's manufacturing strategy over an eight-year period. Copeland had pursued a strategy of building freestanding focused plants devoted to single processes or product lines, and then moving products from the home plant at Sidney, Ohio to the new facility. Sidney is now left with a jumble of unrelated products and processes, and management must decide whether it should be reorganized by product line or manufacturin...

Three years ago, 70-year-old Hill-Rom Inc. was in a position familiar to many mature businesses: The company was strong but needed to be stronger. It was a top producer of hospital beds and specialty mattresses--its core product lines. It also had competitive, complementary lines of stretchers, furniture, and architectural equipment. Its customer base was extensive and had a respected sales force and solid profit margins. But by the time Ernest W...

What could be harder than turning around a seemingly wildly successful company by imposing a centralized framework on a heretofore radically decentralized, antiestablishment, free-spirited organization? That was the challenge GE alumnus Robert Nardelli faced when he abruptly succeeded Home Depot's popular founders, Bernie Marcus and Arthur Blank, as the top executive in December 2000. Talk about a shock: No one expected Marcus and Blank, both in ...

A 2004 McKinsey survey of more than 30 companies reveals that at least 70% of them have major alliances that are underperforming and in need of restructuring. Moreover, JVs that broaden or otherwise adjust their scope have a 79% success rate, vs. 33% for ventures that remain essentially unchanged. Yet, most firms don't routinely evaluate the need to overhaul their alliances or intervene to correct performance problems. That means corporations are...

In recent years, sales leaders have had to devote considerable time and energy to establishing and maintaining disciplined processes. The thing is, many of them stop there--and they can't afford to, because the business environment has changed. Customers have gained power and gone global, channels have proliferated, more product companies are selling services, and many suppliers have begun providing a single point of contact for customers. Such c...

Most CEOs who specialize in turning around struggling companies focus on costs. But for Fred Hassan, chairman and CEO of Schering-Plough, the primary focus in a turnaround is the top line. Since 2003, when Hassan took the helm at the global pharmaceutical company, he has overseen a remarkable recovery in performance. And consistent with his philosophy, the turnaround started with sales. Considering sales reps as less than crucial to strategy, Has...

For many senior executives, shifting from selling products to selling solutions--packages of products and services--is a priority in today's increasingly commoditized markets. Companies, however, aren't always structured to make that shift. Knowledge and expertise often reside in silos, and many companies have trouble harnessing their resources across those boundaries in a way that customers value and are willing to pay for. Some companies--like ...