This case dscribes how Henkel's CEO, Ulrich Lerner, tried to transform the company during his tenure from 2000 to 2008. Although he partially succeeded in transforming several parts of the company, industry peers (notably Reckitt Benckiser in the UK) achieved far better results during the same period. The case allows students to analyze what worked in the transformation and also why the company's performance was not exceptional.
This case allows students to analyze why some company transformations are successful while others are not, and the role of leadership in the process.
- Change management
- General Management
- Consumer goods