Renewal strategies at Ericsson, Nestlé and Dow Chemical: Do you need an entrepreneur‐manager in your business?

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

What would you do if the business function that you were heading up was heading into serious decline? This was the situation that senior managers in the yogurt division at food giant Nestlé found themselves in the 1990s. But rather than hope to ride the market out, they decided to introduce probiotic properties into their products and therefore turn yogurt into a functional food. The fortunes of the business were transformed and Nestlé has since used functional foods as an important platform for growth.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2008), "Renewal strategies at Ericsson, Nestlé and Dow Chemical: Do you need an entrepreneur‐manager in your business?", Strategic Direction, Vol. 24 No. 10, pp. 19-20. https://doi.org/10.1108/02580540810907074