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Etudes de cas déposées (2006), ESSEC Business School

Lafarge: looking to the future

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. Lien vers l'article

SOM, A. (2006). Lafarge: looking to the future. ESSEC Business School.

Mots clés : #Chief-executive-officer-(CEO)-succession, #Portfolio-restructuring, #Organisational-restructuring, #Change, #Internationalisation, #Industry-consolidation, #Strategy, #Growth, #Emerging-country, #Albert-Frere, #Building-materials, #Cement-industry, #Holcim, #China, #India, #Strategy-and-General-Management