The (A) case describes the situation of Cadbury Schweppes and its sugar confectionary business, in a state of “satisfactory underperformance” in which past strategies and practices make it hard for new management to initiate change in this widely respected company.

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.

This case deals with the transformation of Dow Chemical under Value Based Management. Set in the period 1993-1999, it traces how Dow’s organizational structure, management systems, human resources practices and ultimately its culture were thoroughly transformed by VBM.