Description
Odebrecht: Dreaming The Clientā€™s Dreams
Case Study Analysis Solutions
IMD-3-2178 Ā© 2011
Benoit F.; Leleux, Anne-Catrin,Ā Glemser
When Marcelo Odebrecht was assigned the executive control of Odebrecht in 2009, he understood that he would have to light his own beacon for the company. This indicated he might rely and include on the assistance of significant entrepreneur-partners of the company in specifying enthusiastic yet obtainable targets for the company.Ā Such forecasts would have sounded lavish for any other company; for Odebrecht, these were basic linear projections of the business’s efficiency over the last 10 years, throughout which the company grew its incomes at an annualized rate of over 21 % … Odebrecht likewise strove to end up being a design of sustainable advancement and socio-environmental obligation. These financial investments set the tune for the company in the 2nd years of the century. Was Odebrecht prepared to manage another huge bout of development?
Subjects: Governance; Family business; Brazil; Emerging markets; Sustainability; Growth management; CSR; Environmental responsibility; Renewable resources; Ethanol; Green plastics; Biofuels; Entrepreneurial leadership
Settings: Latin America ; Brazil; Engineering; Construction; Oil & Gas; Petrochemicals; Agribusiness ; Real Estate; 100ā€™000 employees, USD 23 billion revenues in 2009 ; 2010
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