This is the update of the case ‘Lafarge: From a French Cement Company to a Global Leader’ (304-019-1). The case discusses the recent changes that Lafarge faced after there was a chief executive officer (CEO) succession. It discusses what usually new CEOs do after they assume power and how the global ‘mantra’ of value creation is a prime concern for all. The case also discusses how a single powerful shareholder can influence the destiny of a 170 year-old organisation and how top-management responds to such a challenge. The update ends with growth opportunities in emerging countries and compares successful operations in China with not as successful growth in India.
SOM, A. (2006). Lafarge: looking to the future. ESSEC Business School.