As part of a corporate-wide change initiative initiated in 1998, HSBC aimed to double shareholder value in the five-year period, 1999-2003. A key strand of the change programme was to migrate back-office operations in Hong Kong to a data processing centre in Guangzhou, Mainland China.

From the perspective of a senior Chinese manager, Case (A) traces the history of Nancheng Glass Works, a local state-owned enterprise in China that has gone through dramatic changes since economic reforms began in 1980, until the recent acquisition of a controlling stake by a Filipino conglomerate.

In the format of an interview, Case (B) provides insights into the personality and motivations of the Filipino manager as he recalls changes in both himself and his firm over his 30-year career.

CINCO (A)

Within one month of China’s entry into the WTO, CINCO announced a major corporate restructuring program to transform the group into a shareholding company and open its doors to foreign investors. This case describes the features of the structure and operating systems that have become sources of conflict between rival subsidiaries and functions within subsidiaries.

In May 1991, Mitsubishi Motors Corporation and Volvo announced their joint venture NedCar to develop two small passenger car models, which would be produced on the same line but still differentiated and sold under their respective labels.

Following two key acquisitions in 1995, Hammer Bank Group had made no attempt to merge these entities into its own operations until 1997, and only limited progress by 2000.

Following significant competitive developments in the Hong Kong banking environment, BHK, one of the region’s largest banks, undertook a major strategic change initiative in 1998. One of the key strands of this initiative was to transform the bank’s traditional branch structure into tailored financial service centers.

Following significant competitive developments in the Hong Kong banking environment, BHK, one of the region’s largest banks, undertook a major strategic change initiative in 1998. One of the key strands of this initiative was to transform the bank’s traditional branch structure into tailored financial service centres.