This case deals with the transformation of Dow Chemical under Value Based Management. Set in the period 1993-1999, it traces how Dows organizational structure, management systems, human resources practices and ultimately its culture were thoroughly transformed by VBM.
To contrast VBM as an agent of cultural transformation, as opposed to a financially-driven technique. This case can also be used in programmes where specific companies have adopted or are contemplating adopting VBM in order to show similarities/differences in implementation. Ultimately it leads readers to arrive at their own conclusions on what VBM is all about.