GM, the world's largest enterprise, marks its 90th year in operation in 1998. The company lacks no resources or technologies. Indeed, it operates in an attractive industry with significant potential for innovation and growth. Yet, the company's market share, profitability, and share price are all under enormous pressure especially relative to key rivals. How can GM turn the situation around?
This case has three teaching objectives: To explore and develop the link between strategy and management (i.e., the content side and the process side) To explore the transition firms are making from a manufacturing to a knowledge economy (and the implications for management) To illustrate and underline the importance of value innovation and fair process in the knowledge economy